weatherhead University Weatherhead School of ManageMent · continents. It is a research-driven business school that excels not only in disseminating knowledge, but also in creating

collectionCase Western reserve University Weatherhead School of ManageMent | book four: bALANCEconnecting the weatherhead community

weatherhead

Balance: the tao of weatherheadThere’s an aspect of Chinese philosophy that holds that the harmony of the universe—the Tao—depends upon a balance of

opposites. Think yin and yang: neither can exist without the other. To live well is to find equilibrium between countervailing

forces. Between these covers, you’ll find a balanced diet of research and practice, student and faculty projects, news from the

classrooms and libraries of academia and from the front lines where good ideas can falter…or become great ones. Read on

to discover how theory and practice come together in balance, how, poised between thought and action, research drives the

day-to-day work of business, and true stories drive thought leaders to ever clearer insight.

“Weatherhead is inspiring! The synergy across the core curriculum is unexpected and jolting because it pulls together theories across disciplines and offers the opportunity to directly apply what we’ve learned. Discussions outside the classroom are much more rewarding thanks to these efforts.”

Amelia Hough-Ross MBA Candidate, Class of 2011

“Weatherhead is truly a global melting pot—our students, staff, and faculty represent numerous countries from all continents. It is a research-driven business school that excels not only in disseminating knowledge, but also in creating it. It is a creative place that seeks to design sustainable business solutions for the betterment of people, businesses, and societies worldwide.”

Anurag Gupta, PhD Associate Professor, Banking and Finance

“For me, Weatherhead is all about collaboration. As a member of the IT group, it is extremely rewarding to partner with academic departments and administration to streamline operations, support teaching and research efforts, and promote our world-class programs through the use of technology. This teamwork truly makes us an innovative institution.”

Eileen Connell Director of Information Technology

Weatherhead by the Numbers

7 Academic Departments 72 Full-Time Faculty 73 Full-Time Staff 1,451 Students 17,000+ Alumni 3 Undergraduate Degree Programs 6 Master’s Degree Programs 4 Doctoral Degree Programs 16 Endowed Professorships 4 Editors of Academic Journals

Top 30 Design Thinking in Management School(BusinessWeek, 2009–Global)

#1 Undergraduate Finance Program/#6 Microeconomics/#10 Macroeconomics/#15 Accountancy/#22 Quantitative Methods (BusinessWeek, 2010–U.S.)

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

#10 Small School Full-Time MBA(Beyond Grey Pinstripes, 2009–Global)

#14 Part-Time MBA/#5 in the Midwest(BusinessWeek, 2009–U.S.)

#21 Executive MBA/#16 in the U.S.(BusinessWeek, 2009–Global)

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

#31 Undergraduate Business Program(U.S. News & World Report, 2010–U.S.)

#31 Part-Time MBA/#75 Full-Time MBA(U.S. News & World Report, 2010–U.S.)

#33 Full-Time MBA/#25 in the U.S.(Beyond Grey Pinstripes, 2009–Global)

#38 Undergraduate Business Program(BusinessWeek, 2010–U.S.)

#47 Full-Time MBA in the U.S./#51 in North America(The Economist, 2009–North America)

#48 Full-Time MBA in the U.S./#80 in the World(Financial Times, 2010–Global)

Feature Stories

Helping Managers (and Management Schools) Learn Design ............................................................................................................................................................. 08

The Fowler Center for Sustainable Value: Introducing Roger Saillant .................................................................................................................................................. 18

Decade of Determination: Building an Economic Engine Empowering a Green City on a Blue Lake ................................................................................................. 24

Doctoral Program Expands Its Focus with Designing Sustainable Systems Track ............................................................................................................................. 34

Choose Your Own Adventure: The Learning Way ................................................................................................................................................................................ 50

In This Issue

Columns

Weatherhead by the Numbers .............................................................................................................................................................................................................. 03

Introduction .......................................................................................................................................................................................................................................... 04

Events & Happenings ........................................................................................................................................................................................................................... 06

Weatherhead in the News .................................................................................................................................................................................................................... 14

Weatherhead by Department ............................................................................................................................................................................................................... 30

Faculty in the Field ............................................................................................................................................................................................................................... 38

Donor Focus: David Daberko, MGT ’70 ............................................................................................................................................................................................... 42

Executive Education: New Paths to Great Leadership ........................................................................................................................................................................ 44

Visiting Committee: Peter Kleinhenz—The Business of Science and Technology ............................................................................................................................... 46

Alumni Advisory Council: Jacqueline Sanders, MBA ’01 ..................................................................................................................................................................... 52

Alumni on the Move ............................................................................................................................................................................................................................. 56

ReCollection: What’s In A Name?

One of our most esteemed community advisors asked a question not long ago that gave me pause.

“Why Collection?” he asked. “Why not The Weatherhead Connection? After all, your magazine enables alumni, collaborators, and well-wishers all over the place to connect to what’s happening here.”

He had a point. Today, business is about making connections: not just in the narrow sense of shaking the right hands at the right meetings, but more broadly. The connection between the turbine harnessing the wind’s energy and the light that goes on when you open the fridge door. The connection, the magic spark, that ignites when a student grasps a difficult concept her professor has just explained. The connection that happens when a problem meets the perfect solution. The Weatherhead Connection? It has a certain ring.

Then I thought about why we called this publication The Weatherhead Collectionat conception. Think about the word. Collection: it’s not the contents of your kitchen junk drawer. A collection is deliberate, curated, valued. That’s just how we feel about what you’re holding in your hands: we highlight people and achievements we believe are of lasting importance. And we want The Collection, itself, to last: it’s more a portfolio than a magazine, something we imagine taking its place on your bookshelf or coffee table with other works you’ll revisit.

Weatherhead is situated in Cleveland’s historic University Circle—a square mile’s worth of unique buildings housing great history, great art, and great ideas. Just as our colleague artistic institutions exist to show off examples of the highest cultural attainment, The Weatherhead Collection exists to bring together some of our students, alumni, and faculty in their proudest moments over the previous months and to “frame” our ongoing initiatives. It strikes a balance between the ephemerality of the news cycle and the permanence of achievement. We hope you enjoy it now—and come back to it again.

Rebecca MurphySenior Director

Marketing, Communications and External Relations

Events & Happenings

weatherhead collection

Rebecca MurphyEditor

Hannah DentingerMarla ZwinggiAssistant Editors

Emily DrewContributing Writer

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

Sonia WinnerAssociate Dean for External Relations

We welcome your comments at [email protected].

weatherhead collection book four: bALANCE | Spring 2010

The Weatherhead Collection is published 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 44106-7235weatherhead.case.edu

07weatherhead collection | caSe weStern reSerVe uniVerSity | weatherhead School of management | Book four: Balance

JUNE

1 | Summer classes begin

20 | Executive Education: Application Deadline for Leadership Deep DiveEmerge from this transformational experience with a new realization of the power of your leadership. Join the hundreds of executives who have benefited from our proven approach to developing self-awareness, and learn how to apply it in management.

21 | Executive MBA Open HouseMeet faculty, current students, and alumni to learn first-hand about what makes our program, ranked 16th in the U.S. by BusinessWeek, unique.

24-27 | Bridge Back 2010 Kicks OffSponsored by the Key Foundation, this program introduces the MBA experience to high-potential prospective African-American and Hispanic students.

JULY

13 | Executive Education: Introduction to Experiential Learning with the KolbsDavid Kolb, PhD, and Alice Kolb, PhD, thought leaders and researchers in experiential learning, teach you how to understand your learning style and adapt it depending on the type of learning environment.

14 | Mid-Year Review with Sam Thomas, PhDGet the real story on the state of the national economy with Sam Thomas, PhD, Professor of Banking and Finance. At this event, which complements his very popular year-end David A. Bowers Economic Forecast Luncheon, Dr. Thomas will uncover the unfolding story of the current economy with insights from the latest news and reports available.

31 | Summer classes end

AUGUST

18-21 | Doctor of Management Fall Residency Begins for Class of 2012

23 | Fall semester begins

23-28 | Executive MBA Fall Residency Begins for Class of 2012

SEPTEMBER

15 | Cleveland Alumni ReceptionJoin other Cleveland-area alumni for a fun evening of networking downtown at the Union Club.

30 - OCT 2 | University Alumni Weekend and HomecomingWith its combination of festive and scholarly events, Alumni Weekend, including Homecoming, is a time for reminiscing about the past, enjoying the present, and gaining insight into Case Western Reserve University. Weatherhead will host a faculty panel and networking breakfast on October 1 and an alumni cocktail reception that evening. Check our website for more information soon.

DECEMBER

10 | Economic Forecast LuncheonThis year, the popular event will be held at the Renaissance Cleveland Hotel.

To access the complete Weatherhead event calendar, visit

weatherhead.case.edu/events

FPO

Helping Managers (and Management Schools) Learn Design By Fred Collopy, PhDDepartment Chair and Professor, Information Systems

Design has grown up over the last half century. Today, we view it less as a nicety

that can be used to “pretty up” or refresh a product than as an integral part

of products and processes. The fields of graphic and industrial design have

been joined by the design of interactions and experiences. And most recently,

designers have turned their attention to organizations, strategies, and society

itself. In other words, designers are putting out feelers in areas that have long

been of interest to executives and management scholars.

One of my favorite illustrations of reframing a problem comes from Malcom McLean’s

work on container shipping. At a moment when most focused on the time it took to

ship cargo across the ocean, McLean recast the problem by directing his attention to

loading and unloading the boats. His innovations eventually reduced total transit time

by not hours or days but weeks, impacted the unit cost of labor by orders of magnitude,

and led to entirely new industry practices for consolidating and handling freight across

multiple modes of transit.


In 2000, my colleague Dick Boland, PhD, and I took a trip to visit Carnegie Mellon University’s School of Design. Their students were working on redesigning the U.S. Postal Service’s rules for handling packages and the Australian tax system’s compliance procedures. Back at Weatherhead,

our colleagues remarked, “Those sound like business school projects.” So what is a “design” problem, then?

The word “design” covers too broad a range of activities to define easily. And it’s an unfamiliar term in a management context. Nevertheless, it is useful

shorthand for focusing on things that are often overlooked in managing situations. To generalize, managers tackle the problem that is presented to them. They then rush to choose among a set of alternatives for solving it. Among designers, however, there is a respected tradition of “questioning

the brief.” Design thinking imagines alternatives that have not yet made their way to the table, game-changing ideas still unformed, and fresh perspectives that could yield very different views of the problem. Reframing the problem is a design “trick” that, we are finding out, management students love to play with.

What is a “design” problem?

reframing the problem is

a design “trick” that, w

e are

finding out, management student

s love

to play with.

Management is all about dealing with the ambiguous, the complex, the uncertain,

and the irregular. Predictable tasks are delegated to automated systems or lower-level

functionaries, and the problems that find their way to managers are those without pat solution

strategies. If our students are to address those, they must be trained in the full arsenal of their

personal capabilities.

Finding design opportunities

The great designer and artist Karl Gerstner, who founded the Swiss advertising firm GGK, asserted, “Design must not be understood as an activity reserved to artists. It is the privilege of all people everywhere.” Engaging in design, with its emphasis on making, unleashes faculties that conducting an analysis simply does not. Managers should learn and do both.

In our MBA program at Weatherhead, we spend the first semester of a year-long, field-based course helping students learn to identify design opportunities. Working in small teams, students move from understanding an

organization’s vision and strategy to identifying issues that it faces. At the end of the semester, they write a brief describing a design opportunity at the organization—a problem that is messy, persistent, and complex enough that it warrants this kind of attention. In addition to design methods, the teams explore design techniques, including observation, concept mapping, reframing, scenario building, sketching, storyboarding, and critiquing, and they practice these in the real-life context of the design opportunity that they identify.

Often, such opportunities are what design theorists Horst Rittel and Melvin

Webber refer to as “wicked problems.” Each such problem, Rittel and Webber argue, is unique, and untested: every attempt to solve it is a one-off. A wicked problem has no definitive formulation—it may even be a symptom of another problem—and no “stopping rule” or natural end point. Solutions are neither right nor wrong, only better or worse, and different views favor different resolutions. Finally, the stakes are high: the outcome has a significant effect on those involved.

When an organization entrusts one of our teams with the resolution of one of these “wicked” situations, we work hard

to keep both the host organization and the student team from fixing on “the problem” prematurely. Rather, we encourage them to identify interesting paradoxes or points of tension that might be productively explored, even if it seems counterintuitive to do so. In one case, this practice led our team—which had been focusing on customer experiences at a manufacturing firm’s company stores—to investigate how knowledge of innovations could better spread from one division to another.

As the well-known design historian Ralph Caplan put it, “Design is not everything, but it somehow gets into most everything.” Often, we pass by opportunities to confront problems because we take the constraints we face as given, fixed. What faculty member has not hesitated to put changes in motion because she assumed the process would take too long? After all, faculty processes always take a long time, don’t they? Ironically, we take this as a given, even in business schools where lectures about the importance of “time to market” are common.

The recent financial and economic crises have left many wondering if management educators are up to the task of producing more holistically-

oriented managers. We will not resolve those concerns by making superficial adjustments to what we have been doing for so long. One way or another, we must engage the whole person in management. Design thinking, itself, tells me that design is not the only way. But it is one way. And that means that management faculty must come to see themselves as more than custodians, or even generators, of knowledge. They are, in fact, designers of knowledge delivery systems.

A recent issue of BusinessWeek highlighted the “World’s Best Design Schools” (about half of the thirty picks are MBA-granting programs). The Weatherhead School of Management was among them. Our exploration of

design in management took a big leap when architect Frank Gehry engaged us in his process of planning our iconic new building, completed in 2002. The concept grew to become, in 2006, a theme as distinctive as our building in our programs. This in turn led us to recruit Richard Buchanan, PhD, one of the world’s leading design theorists and teachers to our faculty. Now design is becoming a competency that sets our graduates apart.

The experience of Tejas Maniar, a recent alumnus, illustrates how design skills can help to distinguish a graduate. Tejas’ new associates had prepared several ideas for their client, a retailer. Tejas inquired, “Has anyone visited the client’s store?” No one had.

Spending time in the store, as our former student surmised, improved the team’s presentation.

From his experience with observing as a design technique, Tejas understood the important role it plays in understanding customers’ needs.

I learned that our alumnus’s associates were from some of the best-ranked MBA programs in the country. But it isn’t unusual for smart graduates of great programs to take a highly conceptual view of a situation, rather than one grounded in a company’s specifics. By integrating design into our MBA experience, we invite students to think harder about an organization—from the ground up, right to the sky.

It would be easy to counter that managers don’t usually have the luxury of picking their

problems. Yet how often do we pause to think about shaping a situation so that the

problems we face are ones that play to our strengths? Business schools have become

good at solving obvious problems; we need practice on solving ambiguous ones.

To learn more about the Manage by Designing initiative, visit

weatherhead.case.edu/initiatives12weatherhead collection | caSe weStern reSerVe uniVerSity | weatherhead School of management | Book four: Balance

Weatherhead in the News


The Weatherhead School of Management earned high marks in BusinessWeek’s 2009 rankings, with the Part-Time MBA program placing 14th in the nation and the Executive MBA program listed 21st worldwide. Among schools in the U.S., the EMBA program placed 16th.

Weatherhead received excellent ratings across the board in the areas of teaching, caliber of classmates, curriculum, and support, with students noting the faculty’s outstanding ability to leverage their business experience to advance discussion.

The Financial Times also released its 2010 “Top 100 Global MBA Programs” rankings, and Weatherhead is proud to announce its placement of 80th on this prestigious list. This year’s ranking represents a fifteen-place jump from 2009. On the national level, Weatherhead placed 48th overall, an increase of five spots from 2009.

“This is a wonderful and much deserved honor for Weatherhead,” says Dean Mohan Reddy. “In our desire to offer students the best possible experience, we will be launching new program designs later this year for both our Part-Time MBA program and our EMBA program. It is exciting to see the media and business world take note of the innovations happening here at Weatherhead.”

Case Western Reserve University Trustee David A. Daberko (MGT ’70) and his wife, Deborah, have made a leadership commitment to the Weatherhead School of Management to create the Deborah and David Daberko Faculty Fellowship. This gift will fund a three-year fellowship for a promising associate professor and add significantly to the school’s ongoing research efforts.

Daberko is a graduate of the Weatherhead MBA program and retired CEO of National City Corporation.

In addition to his extensive work at National City, Daberko is the former director of the Federal Reserve Bank of Cleveland and co-founder and co-chairman of the Harvest for Hunger campaign. He currently serves on the boards of directors of Marathon Oil Company and RPM International. He is also a trustee of University Hospitals of Cleveland and Hawken School.

To learn more about the historic partner-ship between Weatherhead and Deborah and David Daberko, turn to page 42.

The Part-Time MBA program at Weatherhead placed 31st in the nation in U.S. News & World Report’s 2010 “America’s Best Graduate Schools,” the magazine’s first full ranking of part-time MBA programs.

Weatherhead has consistently been a world leader in offering innovative methodologies and unique research perspectives to the field of management education. This pioneering academic work and the ever-changing business environment have recently led to a further recalibration of the Part-Time MBA centering around two themes: Manage by Designing and Sustainable Enterprise.

“We are delighted that our innovative course of study, designed for busy, ambitious professionals, has been recognized in U.S. News & World Report’s ranking of part-time MBA programs,” says Dean Mohan Reddy. “We are proud of our program and curriculum, and believe that our transdisciplinary themes, Manage by Designing and Sustainable Enterprise, provide our students with the tools to make a significant difference in their workplace and their community.”

The Cleveland chapter of the National Society of Hispanic MBAs (NSHMBA) recently invited students from local universities to participate in a case competition to demonstrate how companies could benefit by improving their engagement with the Greater Cleveland Hispanic community.

The Weatherhead School of Management was represented by Mitzi Chiple (Accelerated MBA), Pablo Rojas (Two-year MBA), Ariel Egri (MBA/JD), and Peter Sciulli (Evening MBA).

The Weatherhead teammates were paired up with the Sherwin-Williams Company and asked to focus on education. The team had to deliver, in just one month, a white paper outlining Sherwin-Williams’ current strategy with regard to the workforce and market potential of the Greater Cleveland Hispanic community and analyzing the gains the corporation could make by investing in the future of this population.

At the awards ceremony, Chiple, Rojas, Egri, and Sciulli delivered an oral presentation arguing for increasing Sherwin-Williams’ focus on the Greater Cleveland Hispanic community for greater market and corporate responsibility success.

Team member Chiple noted that the mix of judges came from corporate, university, and not-for-profit backgrounds. The Weatherhead team received the first place prize of $1,500 at the awards ceremony on Saturday, April 3, 2010.

Deborah Bibb, Director for Business Graduate Programs at Weatherhead, says that case competitions are great opportunities for students to “showcase their analytical prowess, presentation skills, and ability to think quickly, because the judges challenge them on their statements.” She continued, “It’s mutually beneficial, because prospective employers see students’ bandwidth a little more in these presentations than in an interview.”

MBA PROGRAMS IMPROvE IN BUSINESSWEEK AND FINANCIAL TIMES RANKINGS

NEW LEADERSHIP GIFT WILL CREATE WEATHERHEAD FACULTY FELLOWSHIP

WEATHERHEAD SCHOOL OF MANAGEMENT PART-TIME MBA RANKED #31 NATIONALLY BY U.S. NEWS & WORLD REPORT

WEATHERHEAD TEAM WINS NATIONAL SOCIETY OF HISPANIC MBAS CASE COMPETITION

WEATHERHEAD TEAM WINS PRESTIGIOUS ASPEN CASE COMPETITION

Weatherhead School of Management graduate students Nicholas Anasinis, MBA ’10, Maria Ismail, MBA ’10, Patricia Jurca, MBA ’10, and Lei Yang, MS-Finance ’11 won the Aspen Institute’s 2010 Business & Society International MBA Case Competition against teams from Mendoza College of Business at the University of Notre Dame, the Leonard N. Stern School of Business at New York University, the School of Business and Economics at Finland’s University of Jyväskylä, and Kellogg School of Management at Northwestern University. Weatherhead’s team received a $20,000 prize for their winning proposal, plus $3,000 to donate to a 501(c)(3) charity of their choice. For more on the students’ achievement, see page 23.

WEATHERHEAD NAMED AS ONE OF FIFTEEN OUTSTANDING “GREEN” MBAS

MBA Channel, a website that links business schools, companies, and prospective students, featured the Weatherhead School of Management as one of fifteen “green”schools. Weatherhead, which was listed in the mix with Columbia, Yale, Cornell, and the University of Michigan, was profiled as demonstrating a unique strength in Environmental Sustainability.

The outlet describes Weatherhead as an “early pioneer in bringing sustainability into its core curriculum,” and praises the Fowler Center for Sustainable Value’s approach to practicing, researching, and teaching whole-system design methods.

Weatherhead recently launched a new Full-Time and Part-Time MBA curriculum that differs from national competitors because of its unique focus on Sustainable Enterprise. In partnership with the Fowler Center, the School continues to advance the “how-to” of sustainability by partnering with businesses, industries, and economic regions.

Weatherhead in the News

WEATHERHEAD RECEIvES TEN NOMINATIONS FOR UNIvERSITY’S JACKSON AND WITTKE AWARDS

Each year, Case Western Reserve University honors a select group of faculty and staff who have made a profound difference in the development of undergraduate students either as mentors or in the classroom.

Established in 2002, the J. Bruce Jackson, MD, Award for Excellence in Undergraduate Mentoring received a total of twenty-five nominations, three of which were from the Weatherhead School of Management. Congratulations to Associate Professor Jennifer Johnson in the Marketing and Policy Studies Department and to James Hurley and Kevin Carduff, Co-Assistant Deans for Undergraduate Admissions, on their nominations.

The Carl F. Wittke Award for Excellence in Undergraduate Teaching has been awarded annually since 1971. This year’s nominee list of sixty-six individuals across the University includes seven professors from Weatherhead: Leon Blazey and Larry Parker, PhD, from the Accountancy Department; Scott Fine and William Mahnic from the Banking and Finance Department; and Jeffrey Brimhall, PhD, Susan Helper, PhD, and Nicola Lacetera, PhD, from the Economics Department.

The Jackson/Wittke awards will be presented at the Undergraduate Diploma Ceremony during the University Commencement.

STUDENTS TAKE FIRST PLACE HONORS AT ACG MERGER ADvISORY COMPETITION AND AT CFA INSTITUTE’S GLOBAL INvESTMENT RESEARCH CHALLENGE

The Cleveland Chapter of the Association for Corporate Growth (ACG) held a day-long merger advisory competition in which they invited teams of graduate students from five schools—Baldwin-Wallace, Case Western Reserve University, Cleveland State University, Kent State University, and Ohio State University—to participate in a week-long analysis of a real-world merger case developed by Houlihan Lokey, a boutique investment banking firm based in Chicago and Los Angeles. Weatherhead students took top honors in the competition and received recognition in the company of several prominent business leaders.

The students gave a twenty-minutepresentation on their analysis of the case to a panel of judges and a group playing the roles of the Board of Directors and family owners of the target company. The panel of judges included senior professionals from investment banking, consulting and private equity

(leveraged buyout) firms such as Riverside Capital and Kirtland Capital.

The Weatherhead School of Management was represented by two teams: Team one was made up of Brice Banctel (Accelerated MBA), Alex Manders (Part-Time MBA), Nicholas Perini (Full-Time MBA), and Keith Rohr (Full-Time MBA). Team two was made up of Oswin Anthony (MS-Finance), Junling Chen (MS-Finance), Ming Lin (MS-Finance) and Fabian Sandi (Exchange MBA).

Both teams did an outstanding job and represented Weatherhead proudly. Team one placed first overall, winning a cash prize, an invitation to the Cleveland ACG Deal Maker Awards dinner, and an all-expenses-paid trip to Miami for Intergrowth, the national ACG conference.

In a separate event, the Weatherhead team of Kimberly Arthurs, Wayne Chamberlain, Dan Doroftei, Nicholas Perini, and Mayank Saraf won the regional competition for the Global Investment Research Challenge sponsored by the Chartered Financial Analyst (CFA) Society of Cleveland.

The team was tasked with a fundamental equity research analysis of the Sherwin-Williams Company. CFA members and practicing professionals evaluated the team, weighing two deliverables: a written report submitted the previous month, and a presentation given to a panel of judges.

In mid-March, the team was one of twenty-eight groups from the U.S., Canada, Mexico, and South America to compete at the national level in New York City. Congratulations to the students, Faculty Coach Scott Fine, and Warren Coleman, an alumnus and investment professional at CapitalWorks.

WEATHERHEAD SCHOOL OF MANAGEMENT TEACHING ExCELLENCE AWARD RECIPIENTS ANNOUNCED

Each year, students nominate professors who shine in the classroom for the Teaching Excellence Award. Evaluated by an awards committee consisting of staff and student representatives, this year’s nominations numbered twenty for the master’s level teaching award and nine for the doctoral level teaching award. The recipients of the 2010 awards are:

Scott Fine, Professor of Banking and Finance

Dale Flowers, DBA, Associate Professor of Operations

Sheri Perelli, EDM, Adjunct Professor of Marketing and Policy Studies*

Danny Solow, PhD, Associate Professor of Operations

*Doctoral Teaching Excellence

Congratulations to all the nominees and to this year’s award winners!

To learn more about what is happening at Weatherhead right now, visit

weatherhead.case.edu/about/news16weatherhead collection | caSe weStern reSerVe uniVerSity | weatherhead School of management | Book four: Balance

Roger Saillant, PhD, is working to position the Weatherhead School of Management as a global leader in the study and

application of Sustainable Enterprise.

The Fowler Center for Sustainable value: Introducing Roger Saillant

At Weatherhead, Sustainable Enterprise is one of two core transdisciplinary initiatives interwoven throughout our coursework, extracurricular activities, and research. The Fowler Center for Sustainable Value sits at the heart of these efforts, and with dedicated leadership and an innovative line-up of goals, seeks to improve the school’s stature, invigorate our curriculum, and connect students with triple-bottom-line values that are playing an increasing role in board rooms and business operations around the world. Last November, Roger Saillant, PhD, joined the Fowler Center as Executive Director. Previously an operations manager for companies large and small around the globe, Dr. Saillant brings his considerable depth of knowledge and experience to bear on the mission and daily activities of this hub of sustainability-related action at Weatherhead.

The Fowler Center for Sustainable Value was created last year out of a generous gift from Char and Chuck Fowler (EMBA ’90), President and CEO of Fairmount Minerals. The idea behind the Fowler Center stemmed from the work of Professor and Chair of Organizational Behavior Department Ron Fry, PhD, and Professor of Organizational Behavior and Fairmount Minerals Professor of Social Entrepreneurship David Cooperrider, PhD.

With the help of the Fowler Center’s customized sustainability curriculum supplements and opportunities for internships and other off-site learning experiences, over half of Weatherhead’s core courses have sustainability

integrated into their syllabi. Meanwhile, the one-year, six-credit Institute for Sustainable Value immersion course offered by the Fowler Center takes students even farther. In the Aspen Institute’s annual Beyond Grey Pinstripes survey of business schools, Weatherhead fares well: #33 worldwide, we are also one of the top ten schools with small class sizes.

Saillant notes, “Students understand that knowledge of sustainability makes them more attractive in today’s environmentally-conscious marketplace.” He continues, “Values are starting to play a larger role in business, and students need to be aware of these issues.”


To develop solutions that match their needs, the Fowler Center is working directly with students, most intensely with members of Weatherhead’s chapter of Net Impact, a national organization of future business leaders committed to harnessing the power of business to create a better world.


The Fowler Center also encourages students to engage with Sustainable Enterprise in case competitions, and has sponsored Weatherhead teams in two of these so far this year: the Net Impact Case Competition and the Aspen Institute’s Business and Society International MBA Case Competition, from which the Weatherhead team of Nicholas Anasinis, MBA ’10, Maria Ismail, MBA ’10, Patricia Jurca, MBA ’10, and Lei Yang, MS-Finance ’11 emerged the winners (see page 23). During these competitions, student teams analyze a case study related to SustainableEnterprise, concluding their critique with action recommendations.

Saillant hopes that soon Weatherhead will be writing up its own Sustainable Enterprise case studies. One of his immediate plans for the Fowler Center, in fact, is to have five such case studies under way by the end of this year. Potential topics for the case studies are the application of Appreciative Inquiry by Fairmount Minerals; the work of Northeast Ohio’s non-profit, grassroots organization Entrepreneurs for Sustainability; and the City of Cleveland’s “Sustainable Cleveland 2019” initiative, a ten-year project begun last year and facilitated by Dr. Cooperrider and Dr. Fry.

The Fowler Center is also working with Weatherhead faculty to conduct the exciting search for a new Fowler Professor who would research and teach Sustainable Enterprise full-time at Weatherhead.

Saillant feels confident that Weatherhead and the Fowler Center will be of central importance in spreading the word about Sustainable Enterprise: “The school’s

work leads the way already in many fields: in the study of Appreciative Inquiry and whole-systems change methods, in promoting sustainable design, and in its commitment to building a network of key collaborators—including the United Nations Global Compact, the Principles of Responsible Management Education initiative, the City of Cleveland, and a slew of businesses across Northeast Ohio and the country,” he says. He adds that with such a strong foundation in whole-systems thinking, the Fowler Center is poised to become one of the most advanced sustainability centers in the world.

Saillant’s diverse corporate career has led him to see sustainability not only as the right thing to do, but as a lens through which to discover new business opportunities and new sources of competitive advantage. Saillant has done pioneering work on fuel cells, energy policy, and holistic management techniques, and his background includes seven years as CEO of Plug Power, a cutting-edge fuel cell company. His career has taught Saillant first-hand how sustainable practices can generate new streams of revenue for businesses while contributing to the long-term prosperity of our world.

“The Fowler Center for Sustainable Value and its current team understand sustainability as the business opportunity of the twenty-first century,” comments Dean Mohan Reddy. “And the Center’s vision aligns perfectly with Dr. Saillant’s career and interests. We are excited to have him on board and to have Sustainable Enterprise moving forward so vigorously.”

“From a student’s perspective, Dr. Saillant’s early impact has been his willingness to engage the

student body in a dialogue on defining a shared vision and on identifying actionable opportunities

for student involvement,” says Chris Parkinson, an MBA student in Weatherhead’s class of 2010

and president of the school’s Net Impact chapter.

To find out more about the Fowler Center for Sustainable Value, visit

weatherhead.case.edu/fowler

Weatherhead School of Management graduate students Nicholas Anasinis, MBA ’10, Maria Ismail, MBA ’10, Patricia Jurca, MBA ’10, and Lei Yang, MS-Finance ’11 overcame a record number of competitors to take first place at the Aspen Institute’s 2010 Business & Society International MBA Case Competition.

The students were flown to New York to compete in the finals against teams from Mendoza College of Business at the University of Notre Dame, the Leonard N. Stern School of Business at New York University, the School of Business and Economics at Finland’s University of Jyväskylä, and Kellogg School of Management at Northwestern University. They presented their submission, focusing on a complex case study of the Tata Group (an Indian multinational company operating in seven sectors), to a panel of judges from Fortune 500 companies and an audience of over 100 business, nonprofit, and academic attendees.

Tasked with creating a ten-year sustainability plan for the Tata Group, the team explored the “tension between global growth and maintaining the company’s identity and values in terms of community-driven initiatives,” says participant Maria Ismail. She credits her team’s success in part to Manage by Designing curriculum at Weatherhead. “In business,” she explains, “we often suffer from an escalation of commitment. One thing that helped in this project—and we learned it from design—is the patience to sift through the facts and not diagnose the problem prematurely.”

Fowler Center Executive Director Roger Saillant, PhD; Associate Professor of Marketing and Policy Studies Simon Peck, PhD; and Adjunct Professor of Organizational Behavior Bonnie Richley, PhD, coached the Weatherhead team, who won a $20,000 prize, plus $3,000 to donate to a 501(c)(3) charity of their choice. The team chose to donate the money to Remember Nhu, a charity that combats the child sex trade worldwide.

“Congratulations to Nicholas, Maria, Patricia, and Lei on their hard work and ingenuity,” says Dean Mohan Reddy. “I’m so proud of our team’s outstanding achievement in the largest case competition focusing on social, ethical, and environmental issues. This is especially meaningful for Weatherhead, because Sustainable Enterprise is one of our core transdisciplinary themes.” He continues, “We believe that businesses can and must pursue financial success in a positive, socially-responsible manner, and our commitment to sustainability is part of that conviction.”

Weatherhead Team Makes the Case for a New Business Model in Aspen Competition


DecaDe of Determination: BUILDING AN ECONOMIC ENGINE EMPOWERING A GREEN CITY ON A BLUE LAKE

By David Cooperrider, PhDFairmount Minerals Professor of Social Entrepreneurship

There is one thing we can be sure of: there will be no single pure play. Bio-enterprise will be important. Advanced manufacturing will be essential. Health care, already world-

class, will magnify. So will our universities and research centers, our contributions to the arts, our new design corridors, and our nonprofit leadership. But threading across the city’s diverse economic

portfolio are exciting signs of a powerful cross-connecting innovation engine: sustainability has crossed a new threshold as a prime target for smart, forward-thinking entrepreneurs.

Sometime over the next twelve months—and I hope it’s sooner rather than later—we will emerge from the current recession and find ourselves in an era of economic expansion. Clearly it is not too soon, as a city, to aggressively and confidently seek to close the book on what some have called “the quiet crisis.” Our collective attention for at least the next ten years needs to be on coming together to build the economic engine of the future. Let’s call it the decade of determination—but determination to do what?

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So we could not help but respond when Mayor Frank G. Jackson invited the Fowler Center for Sustainable Value to help co-design and lead an unprec-edented sustainability summit, stating with unflinching conviction, “The time is now for Cleveland, and I refuse to miss this opportunity.” Research shows leadership is about resonance and Emotional Intelligence. It’s not just in the head—it’s in the heart. Mayor Jackson spoke directly to ours, and we at Case Western Reserve University said “yes” for three clear reasons.

First, the race is on to be the country’s greenest city. A study by the U.S. Conference of Mayors reported that

by shifting our electricity production to wind, solar, biomass, and other green fuel sources, the United States can generate 4.2 million green jobs. Add to this the immediate and dramatic returns on private sector initiatives such as IBM’s “smarter cities,” as well as the federal stimulus bill that makes billions in funding available for everything from wind energy to green construction, and what you find is this: cities are poised to move faster than ever before.

The second reason we agreed to Mayor Jackson’s request is that everything is already in place for Cleveland and Northeast Ohio not only to choose a “compete strategy” to keep up with other cities, but to take a “lead

strategy” to innovate, execute, and move to the head of the pack. In fact, a recent regional economic report guided by Blu Skye—the world’s top sustainability firm with clients including Microsoft and Walmart—concluded that Cleveland is uniquely equipped to become a leading sustainable economy because of its strategic location, huge freshwater advantages, advanced manufacturing expertise, and powerful social capital.

Cleveland’s assets in the sustainability domain are multiplying. The Entrepreneurs for Sustainability (E4S) Network has 8,000 members. Sustainable Cleveland is growing rapidly and bringing together many of the largest world-class

enterprises in the area to focus on the green economy: Eaton, Parker Hannifin, KeyBank, Forest City, NorTech, and the US Chamber of Commerce’s top corporate citizen in America, Fairmount Minerals. County- and state-advanced green energy initiatives, Cleveland State University’s focus on sustainable communities, our world-class foundations and advanced -energy research, the Global Forum for Business as an Agent of World Benefit, our participation with the United Nations Global Compact and its 5,000 companies, and prominent local leader David Beach—who has carefully cultivated the seed image and phrasing of “a green city on a blue lake” as a unifying call—are among our other unique resources.

The third reason we responded so eagerly is the opportunity to participate in the kind of innovation that matters most but happens least: management innovation. It means the chance to ensure that future financial investment and the mayor’s leadership are matched by equal investment in, and attention to, the development of more effective management tools and better ways of aggregating talents, as well as inspiring strategically nimble follow-through. One of those management innovations—described by a CEO in a 2004 UN report issued by Secretary General Kofi Annan as “the best large-group planning methodology in the world today”—is the Appreciative Inquiry Summit (AI) method (another cutting-edge product of Cleveland, by the way).

AI says it’s possible to connect and coordinate the efforts of thousands of people without building up a

bureaucracy and creating a burdensome hierarchy of overseers. AI offers a new way: it’s not “top-down” or “bottom-up.” The process is whole. We call it constellation leadership, leadership connecting a whole universe of strengths.

When Mayor Jackson approached us, he had a new leadership model in mind. “What the city and region needs,” he said, “is not just new answers to the question of change, but how do we change at the scale of the whole?”

The mayor liked AI’s whole-systems management approach. He saw its strengths-based management philosophy as essential. And he liked its task focus: AI offers methods not merely for large group dialogue, but for co-design, deployment, and delivery. “The future will belong to those who do,” Mayor Jackson declared, “not to those who just talk.”

weatherhead collection | caSe weStern reSerVe uniVerSity | weatherhead School of management | Book four: Balance

The green economy is primed to be the mother of all markets, fuelling myriad economic innovations. As the September issue of the Harvard Business Review proposes, virtually everything a business can do to go green today—in any industry—will make it stronger, healthier, more innovative, more competitive, and more inspiring to its customers, employees, and partners. But more than that, the sustainability revolution has ushered in what historians call a moment of “basic innovation,” a decisive time that creates new industries, transforms existing ones, and over time, reshapes societies.

The truth is, there isn’t a city in America not seriously looking to re-vitalize. But to date, no other city the size of Cleveland is ready to engage “change at the scale of the whole” as Mayor Jackson suggests, nor to publicly dedicate a decade to the sustainability-innovation equation and to the management innovation needed to carry out the task.


Charles Michener, former senior editor at the New Yorker, wrote about the three-day green economy summit as “an astonishing feat.” He mentioned the “doable job-creating innovations” and the upward virtuous circles that these can establish—one good thing leading to another.

The many descriptive headlines covering Cleveland’s 700-person, three-day AI Summit told the story of an extraordinary event. Beyond the dedication of business leaders and their teams (from the CEO of KeyBank to the SVP of Continental Airlines), the engagement of youth leaders and elders, people from every race and economic class, from every sector and industry, was remarkable. The summit attracted serious attention worldwide: from the head of IBM for North America, the Obama Administration’s green economy leadership, a team from MIT led by Peter Senge; the Surdna Foundation from New York, sustainable business icons like Interface CEO Ray Anderson, delegates from Sweden, and leaders with the UN Global Compact. To find out more about the Fowler Center for Sustainable Value, visit

weatherhead.case.edu/fowler

Take wind energy. Let’s play out the scenario: Cleveland’s offshore wind prototype becomes the first freshwater pilot in the world. It attracts new companies and major stimulus funds to the region. This, in turn, reignites our region’s advanced manufacturing capability, and positions Cleveland at the center of future research, testing, and certification. Suddenly, increased scale drives down costs for wind’s

clean energy, and the GM Volt or Toyota plug-in Prius takes on excit-ing new importance. Industries and new infrastructures are born, such as battery-swapping stations where exhausted car batteries are swapped for fully-charged ones in seconds. The cost per mile drops rapidly below that of oil and gas, choking air pollution is eliminated, and the vicious circle of our uneasy addiction to foreign oil is

broken. Cleveland takes its iconic place as a central player in the establishment of a bright green economy. This is the story we are about to tell, and this is why Charles Michener said the Summit “was like uncorking a giant bottle of champagne left too long on the shelf and seeing the bubbles explode.”

This was the end of the “quiet crisis.” To me, the Summit’s most important

achievement was to unleash a decade of determination. Building an economic engine to empower a green city on a blue lake is one of those rare combinations: it’s about big profits and big purposes. It’s not just about making Cleveland better, but making the world better. It’s not top-down or bottom-up—it’s both. It’s whole. And its magnetic outreach to you, to me, and to everyone in our region has just begun.

ACCOUNTANCY

Karen Braun, PhD, received an Honorable Mention for the Bea Sanders/American Institute of Certified Public Accountants (AICPA) Innovation in Teaching Award. This award recognizes successful practices in the first course sequence in accounting, and builds awareness of those practices among other accounting academics. Dr. Braun’s work “Personal Budgeting” is geared toward helping individuals, especially young adults, become financially literate. Her project will be disseminated through AICPA, and she will appear at a concurrent session at the Conference on Teaching and Learning in Accounting in San Francisco later this summer.

Gregory Jonas, PhD, presented at the Ohio Regional Meeting for the American Accounting Association on “Textbook Websites: User Technology Acceptance Behavior” and “Corporate Social Responsibility Reporting: Effects of Voluntary Disclosure Using Global Reporting Initiative Standards.” Dr. Jonas also discussed his work “The Hand That Rocks the Cradle: Disciplinary Socialization at the American Accounting Association’s Doctoral Consortium” (co-authored with Weatherhead Professor Timothy Fogarty, PhD) at the University of North Carolina at Greensboro.

Gary Previts, PhD, received a Lifetime Achievement Honor from the Board of Directors of MUFAD, a Turkish group which organizes national and international activities relating to accounting and finance. Dr. Previts was honored for his global contributions to accounting history during the last decade. The award ceremony will take place this fall in Istanbul.

BANKING AND FINANCE

Christa Bouwman, PhD, a visiting assistant professor at MIT’s Sloan School of Management this past academic year, traveled to Europe to present “Bank Capital, Survival and Performance around Financial Crises” at the European School of Management in Berlin, the Bank for International Settlements in Basel, and the University of Venice. Back in North America, Dr. Bouwman presented “Corporate Governance Propagation through Overlapping Directors” at McGill University, the University of Texas at Dallas, and at MIT Sloan. She was also on the Program Committee of the Annual Conference of the American Finance Association in Atlanta where she coordinated a four-paper session on “Mergers and Acquisitions.”

Michael Goldberg appeared on MSNBC’s Business Answers in a segment titled “To Cut or Not to Cut,” in which he discussed the business dilemma of layoffs.

Anurag Gupta, PhD, wrote “Liquidity Effect in OTC Option Markets,” which was recently accepted at the Journal of Financial Markets. Dr. Gupta co-authored the work with Prachi Deuskar, PhD, of the University of Illinois Urbana-Champaign and Marti Subrahmanyam, PhD, of New York University’s Stern School of Business.

C.N.v. Krishnan, PhD, wrote “Venture Capital Reputation, Post-IPO Performance and Corporate Governance” (co-authored with Weatherhead Professor Ajai Singh, PhD, and outside collaborators), which was accepted for publication in the Journal of Financial and Quantitative Analysis. Additionally, Dr. Krishnan’s work “Law Firm Reputation and Mergers and Acquisitions” was presented at the Conference on Empirical Legal Studies at the University of Southern California in November 2009. Both of these articles were listed as top ten downloads on the Social Science Research Network.

J.B. Silvers, PhD, was a guest on American Public Media’s Marketplace to discuss the fate of health care in the United States. These segments were titled “Costs Cause Health Spending to Slow” and “If Health Reform Doesn’t Go Through.”

ECONOMICS

Susan Helper, PhD, moderated an auto symposium convened by the Cleveland Council on World Affairs in which she discussed the dilemma of the manufacturing sector both in Ohio and across America: being caught in between countries offering either highly skilled technicians or low-cost labor.

Jack Kleinhenz, PhD, presented testimony on the proposed Ohio Telecommunications Modernization Act of 2009 to the Ohio Senate Energy and Public Utilities Committee and the Ohio House Public Utilities Committee. His testimony focused on the recent study “The Evolution of Telecom and the Ohio Template for Reform: 2009.” Dr. Kleinhenz was also the invited speaker at the 17th Annual Bradley J. Schaeffer Real Property Institute hosted by the Ohio State Bar Association. His presentation focused on the 2010 outlook for the U.S. economy and trends in real estate markets. In December, Dr. Kleinhenz received two Forecasting Excellence Awards at the Federal Reserve Bank of Chicago’s 23rd Annual Economic Outlook Symposium.

Nicola Lacetera, PhD, received a Glennan Fellowship, administered by the University Center for Innovation in Teaching and Education (UCITE), for his project “Industrial Organization and the Economic Analysis of Business Strategies.” In his work, Dr. Lacetera proposes a re-organization of an existing class, Industrial Organization (ECON 364). His goal is to shift the course’s focus from the policy and anti-competitive implications of business strategies to the implications of these strategies for the profitability of firms. He plans to do this by implementing a change in teaching methods in order to put students in more direct contact with business strategy situations.

Scott Shane, PhD, currently writes weekly columns for BusinessWeek and Small Business Trends that focus on entrepreneurship. Dr. Shane also has a weekly column in Alrroya Aleqtissadiya newspaper, UAE’s first Arabic language daily financial paper, and its bilingual news portal Alrroya.com. Additionally, he writes twice-monthly columns on the American Express OPEN site. In a recent issue of the New Yorker, an essay on entrepreneurship by author Malcolm Gladwell extensively references Dr. Shane’s book Illusions of Entrepreneurship.

INFORMATION SYSTEMS Richard Buchanan, PhD, received an honorary doctorate degree from the Université de Montréal in October, 2009 for his distinguished contributions to the field of design and design research.

Alan Dowling, PhD, was named CEO of the American Health Information Management Association. Additionally, he presented a refereed research paper at the Hawaii International Conference on Systems Sciences entitled, “Information Infrastructure for Public Health and Health Research: Findings from a Large-Scale HIE Stakeholder Study.”

Kalle Lyytinen, PhD, and Nick Berente, PhD, were awarded the Association of Information Systems Best Dissertation Award at the 30th Annual International Conference on Information Systems (ICIS) for Dr. Berente’s thesis, “Institutional Logics and Loosely Coupled Practices: The Case of NASA’s Enterprise Information System.” The thesis was selected from over 100 competitors. Dr. Lyytinen was also involved in several panels and presentations including “New Challenges in HCI Research” at the Association for Information Systems Special Interest Group on Human-Computer Interaction (AIS SIGCHI) workshop in Phoenix, “Digitalization of Design Work in Design Networks” at the Organization for the Advancement of Structured Information Standards (OASIS) workshop in Phoenix, and “Uses of Social Network Analysis” with Jeff Nickerson in Kauai, Hawaii.

Weatherhead by Department

Karen Braun, PhDAssociate Professor, Accountancy

Kalle Lyytinen, PhDIris S. Wolstein Professor in Management Design

Professor, Information Systems


MARKETING AND POLICY STUDIES

The marketing group recently announced five new electives for the academic year 2010-2011 that encompass managerially relevant and intellectually stimulating themes. They include:

Customer Relationship Management (Fall 2010): creating, maintaining, and developing customer equity through profitable and sustainable customer relationships

Marketing Insight Management (Fall 2010): understanding and using market data to extract useful insights for market problem-solving

Marketing value Chain Management (Fall 2010): designing, maintaining, and developing organized systems for delivering customer value

Marketing value Creation (Spring 2011): enhancing value for customers, companies, and society through brand management and innovation

Marketing Metrics (Spring 2011): valuing a firm’s marketing assets and the performance of marketing programs and activities

Andrew Gallan, PhD, and J.B. Silvers, PhD, of the Banking and Finance Department, received the 2009 Health Policy Research Award for Independent Scholarship for a report they co-authored with Leona Cuttler, PhD, from Case Western Reserve University School of Medicine, entitled “Obesity in Children and Families Across Ohio.” The award recognizes research that is relevant to health policy in Ohio and is carried out by Ohio-based researchers. It is sponsored by the Health Policy Institute of Ohio.

Gary Hunter, PhD, co-authored a lead article in the Journal of Personal Selling and Sales Management entitled “The Pursuit of Excellence in Process Thinking and Customer Relationship Management.” The article builds on evolutionary economics, organizational learning, and the resource-based view in developing propositions on how and why excellence in process thinking is vital to successful customer relationship management implementation.

Dr. Hunter was also one of ten leading international sales scholars invited to collaborate on an article outlining the future of sales research. The research was initiated at the Erin Anderson Invitational B2B Conference, hosted by the Wharton School of the University of Pennsylvania. The scholars’ effort resulted in “The Embedded Sales Force: Connecting Buying and Selling Organizations,” an article conditionally accepted for publication in Marketing Letters.

Rakesh Niraj, PhD, had two papers accepted for publication. The first, entitled “Examining Mediating Role of Attitudinal Loyalty and Nonlinear Effects in Satisfaction-Behavioral Intentions Relationship,” was co-authored with Anand Jaiswal, PhD, of the Indian Institute of Management, Ahmedabad, in the Journal of Services Marketing. The second, “Context-General and Context-Specific Determinants of Online Satisfaction and Loyalty for Commerce and Content Sites,” with Anand Jaiswal and Pingali Venugopal of XLRI School of Business and Human Resources, Jamshedpur, was accepted by the Journal of Interactive Marketing.

Jagdip Singh, PhD, published a co-authored paper in the Journal of Consumer Research entitled “Pragmatic Learning Theory: An Inquiry-Action Framework for Distributed Consumer Learning in Online Communities.” Using data from 6 threads representing 392 distinct postings with 7,825 text lines by 80 unique individuals over a period of 10 ½ months on an Electronic Bulletin Board (EBB) involving a community of consumers engaged in peer-to-peer communication, this study examined three questions: Do consumers learn from participation in social networks? If they do, how does this learning takes place? Does this learning empower consumers to make informed decisions?

OPERATIONS

Matthew Sobel, PhD, presented the papers “Risk Aversion and Supply Chain Contract Negotiation” and “Optimization of Inventory and Dividends with Risky Debt” at the national meeting of the Institute for Operations Research and Management Science. Additionally, the Social Science Research Network announced that “Risk Aversion and Supply Chain Contract Negotiation” (co-authored with former PhD student Danko Turcic) was among the ten most frequently downloaded papers in two categories: Bargaining Theory, and Other Microeconomics: Decision-Making Under Risk and Uncertainty.

ORGANIZATIONAL BEHAvIOR

Diana Bilimoria, PhD, is the program chair of the Gender and Diversity in Organizations Division of the Academy of Management. In 2009, the group published the book Women on Corporate Boards of Directors: International Research and Practice.

David Cooperrider, PhD, and South African Chief Justice Albie Sachs, architect of South Africa’s constitution, collaborated with Nepal’s President and Constitutional Assembly to advance the vision of a new Nepal at the fourth World Appreciative Inquiry Conference. In addition to his work in Nepal, Dr. Cooperrider joined more than sixty leaders from Africa and the U.K. in Johannesburg this March for the British Council Strategic Leaders Programme, which is anchored in the management theory of Appreciative Inquiry.

Weatherhead by Department

To learn more about recent Weatherhead faculty accomplishments, visit

weatherhead.case.edu/about/news

Jagdip Singh, PhDH. Clark Ford Professor

Professor, Marketing and Policy Studies


DOCTORAL PROGRAM ExPANDS ITS FOCUS WITH DESIGNING SUSTAINABLE SYSTEMS TRACK

Vice-president of the Cancer Center and Process Excellence at Stanford Hospital and Clinics Sridhar B. Seshadri, DM ’10, summarizes it best:

“To say that this doctoral program will be a life-changing event sounds like hyperbole—but it comes close to the truth. Yes, you will make all sorts of sacrifices in your professional and personal life to find the time to complete assignments, read the tsunami of journal articles, learn qualitative research techniques you did not know existed, and be humbled by quantitative research techniques that you thought you had already mastered. Once you get past the mechanical rigors of the program, you will have built for yourself a versatile tool kit to study social systems with multiple lenses. At the same time you will be exposed to a rich tapestry of social issues that will ground your future explorations. The power of the program is that you will be able to apply, almost immediately, what you learn in class to what you do at work.”

CAN A DEGREE REALLY CHANGE YOUR LIFE?

To learn more about the DM and PhD in Management: Designing Sustainable Systems track, visit

weatherhead.case.edu/dm

Recognizing these distinctive challenges, the Weatherhead School of Management has restructured its doctoral offerings to include two degree opportunities for experienced executives—the Doctor of Management and the PhD in Management: Designing Sustainable Systems track.

Established in 1995, the Doctor of Management program (DM) is Weatherhead’s flagship degree for executives who possess the passion, ability, and intellectual curiosity needed to pursue a terminal degree. The DM program offers a low-residency format for working professionals with a curriculum that is globally-oriented, integrative, transdisciplinary, and structured for completion in three years.

Weatherhead’s renowned DM faculty prepare students to become practitioner -scholars who straddle the worlds of practice and academia. DM graduates are equipped to subject management decisions and organizational phenomena to the insight, methods, and rigor of academia—a practice referred to as “evidence-based management.”

While Weatherhead’s DM program is already widely acclaimed as an exceptional academic opportunity, the school recently positioned itself at the forefront of innovation in doctoral education by offering the first low-residency Designing Sustainable Systems track in the PhD in Management. This option is intended to create not only an arena for promoting evidence-based management, but an environment for experienced executives who wish to re-orient their careers to formally pursue positions as academic researchers and scholars.

To effectively compete in today’s complex world, organizations require business leaders with a global perspective who engage in thinking and analysis based upon an understanding of the viewpoints held by diverse constituencies. They seek out candidates who possess heightened issue identification and resolution skills, and who maintain an active network of peers within and outside of their company.

“The DM functions as a three-year lockstep program,” says Sue Nartker, Managing Director. “Beginning this fall, candidates will have the opportunity to continue on to pursue the new Designing Sustainable Systems track.”

DM candidates admitted to this transdisciplinary track will devote an additional year to research and seminar-format study to expand their research portfolio. The Designing Sustainable Systems track takes a broader, evidence-based approach to management issues and allows for a focused, independent study that meets the requirements of the PhD in Management at a major research university. Students’ research will incorporate perspectives from new thinking about design, sustainability, and complex systems as they relate to management in an increasingly global environment.

“Our more than fifteen years of experience with the DM program teaches us that successful program participants are energized by new ideas,” says Kalle Lyytinen, PhD, Iris S. Wolstein Professor of Management Design and Director of the DM program. “They appreciate the importance of disciplined and challenging study, and they realize the value of participating in a learning community of advanced professionals with diverse backgrounds during and after their study period. By offering the Doctor of Management program and the PhD in Management: Designing Sustainable Systems track,” he continues, “our doctoral programs as a whole can be considered truly transformative experiences in both a candidate’s personal and professional life.”


So what happens when the National Aeronautics and Space Administration (NASA) decides to bring in a brand-new, billion-dollar enterprise resource planning (ERP) system, a software package intended to enable data-sharing among ten independent field centers? “For the benefit of all” is NASA’s motto, but would the agency’s new ERP system prove a benefit to all ten campuses, or a burden?

Weatherhead School of Management Assistant Professor Nicholas Berente, PhD, wanted to learn just that, and his research into these questions earned him an award, along with his doctorate, in 2008. Berente’s doctoral dissertation won the prestigious ACM SIGMIS dis-sertation award at ICIS in 2009—icing on the cake for the recent PhD.

NASA was particularly attractive to Berente because, as he puts it, “the agency is awash with a variety of conflicting institutions.” NASA’s pursuits create a perfect storm of organizational pitfalls: they are highly diverse, highly visible, and highly dangerous.

The one-size-fits-all nature of ERP suggests that the more quickly and thoroughly traces of prior practices are wiped out, the better the organization will function. Standardization means everyone works the same, optimal way. And nonconformity, the theory goes, should stall that process.

The traditional notion in Information Systems (IS) studies has been that there are only two possible human responses (and two corresponding outcomes) to an ERP implementation: adoption—which entails success—and resistance—which entails, well, the opposite.

But don’t blame the users. The assump-tion has always been that a system that fails to align both broadly and deeply with local practices will fail. And the idea that a system might be adopted only partially, functioning parallel to persis-tent local practices, yet still succeed, was simply never proposed. Berente’s

research changes all that, positing the validity of what he calls “loose coupling” in ERP implementation. “Loose coupling” refers, in Berente’s words, to the “idiosyncratic, unanticipated ways” in which ERP software users adopt and adapt the system to their needs.

By analyzing published accounts of ERP programs, as well as over a hundred personal interviews with NASA employees, Berente challenges preconceptions of how enterprise resource planning systems work— and how people make them work.

In NASA’s case, the implementation of the expensive ERP system was both markedly successful and, in Berente’s words, transformative. The system changed the organization, just as the individuals within the organization changed the system to suit local context.

Berente’s conclusion: “simultaneous acceptance and resistance” on the part of users not only does happen, and quite frequently at that, but it needs to happen for a novel ERP system to take root.

Such findings may light the way for organizations poised to implement new IS products. Berente suggests that understanding the institutional logics that underpin current practices can predict outcomes, including productive loose coupling. It worked for NASA, and Berente’s study may resonate with other organizations that have found that following the directions to the letter doesn’t always spell success.

Faculty in the Field

The intent in rolling out a new software system is to help get the job done, whether the job at hand is an oil change or—literally—rocket science.

RESISTANCE IS USEFUL: THE ADAPTABILITY OF INFORMATION SYSTEMS

Nicholas Berente, PhD Assistant Professor, Information Systems

To learn more about how Weatherhead faculty are transforming their fields, visit

weatherhead.case.edu/research


WOMEN AND CORPORATE BOARDS:

TOUGH ISSUESDiana Bilimoria, PhDProfessor, Organizational Behavior

Paul Salipante, PhDProfessor, Marketing and Policy Studies

Nancy McInerney-LacombeDoctor of Management candidate ’10

In the study “Championing the Discussion of Tough Issues: How Women Corporate Directors Contribute to Board Deliberations,” Weatherhead Professor of Organizational Behavior Diana Bilimoria, PhD, along with Marketing and Policy Studies Professor Paul Salipante, PhD, and Nancy McInerney-Lacombe, Weatherhead Doctor of Management candidate, proposes the following research hypothesis: women directors are particularly prepared for, and skilled at, keeping their focus on the most serious issues that arise, enabling them to make a significant contribution in addressing board deliberation deficiencies.

The team of Dr. Bilimoria, Dr. Salipante, and McInerney-Lacombe performed an exploratory study that analyzed five female directors and their real-life boardroom experiences. The report describes interviews that “delved into the roles and responsibilities of directors, their approach to difficult issues or situations in the boardroom, and the final outcomes.” All of the participants had either MBA or law degrees—or both—and at least two years’ experience on a board. One interviewee was her firm’s CEO. And lest we forget the minority status of women in such positions, the report states that “In three of the five cases, the interviewees were the only women on each of their boards.”

Women members, like the participants in this study, often risk controversy by taking it upon themselves to confront the “toughest” problems during board meetings. The study’s authors suggest that four primary factors, abundantly present in all the women they interviewed, are at the root of female directors’ insistence upon bringing up such issues.

Agency ResponsibilityEach of the interviewees exhibited responsibility when describing why they chose to become a member of their respective board. Taking the role seriously, staying proactive and mission-focused, and avoiding marginalization by male counterparts were key factors.

PreparationArriving extremely well-prepared at board meetings also facilitated the ability of women members to bring up challenging issues during discussion. The interviewees felt that knowing the subject matter inside and out allowed them to confidently and successfully address hot-button topics.

Honorable IntentionsBeing on a board is and should always be more than just a resume booster. Each interviewee was passionate about her involvement in the business community, leaving her personal agenda out of this context. All participants expressed their predominant intention the same way: that the company thrive.

CredibilityBreaking into the “old boys’ network” is often a challenge for women, especially on boards, and the interviewees noted that they were able to exhibit and build upon credibility when they brought up the tough issues, engaged in debate, and persuaded others to listen to their ideas.

In addition to laying out these four characteristics, the team’s research also takes into consideration the championing process. Women want to be able to exercise influence, or in other words, feel that their participation is having a direct effect on the organization as a whole. Additionally, the ability to balance persistence and resilience helps frame the issues while at the same time facilitating their resolution.

The interviewees also noted that resolving issues as a team was the practice that had the greatest impact on them and their organizations.

Confronting thorny problems head-on raises a team’s effectiveness and the woman board member’s status. In their analysis, Bilimoria, Salipante, and McInerney-Lacombe stressed that directors characterized by agency responsibility, preparation, honorable intentions, and credibility will be more likely to champion the discussion of tough issues through exercising influence, balancing persistence and resilience, and working through the team.

Ultimately, women on corporate boards who have mastered the ability to champion tough issues raise their boards’ level of performance. These findings are featured in the book Women on Corporate Boards of Directors: International Research and Practice, co-authored by Dr. Bilimoria and published by Edward Elgar in 2009. The book further explores the impact women have on corporate boards, outcomes, board-level conditions, and deliberative processes, and widens the study to include the perspective of Australia, Canada, France, Iceland, Jordan, New Zealand, Norway, Spain, Tunisia, and the United Kingdom.

To learn more about faculty research, visit weatherhead.case.edu/faculty

Faculty in the Field


43

’70“I’ve only had two employers in my life: National City and Case,” jokes David A. Daberko ’70, referring to his experience as a graduate assistant during his first year in Case Western Reserve University’s MBA program. His second job lasted a little longer. At the end of 2007, Mr. Daberko retired from National City after thirty-nine years of leadership, including more than a decade as CEO.

As he reflects on his career, Mr. Daberko recalls his experiences as an MBA student as “an eye-opener to the investment world.” With the guidance of stellar faculty such as the late David A. Bowers and former Weatherhead School of Management Dean Scott S. Cowen, he broadened his knowledge of the bond market and its tie to GNP economics.

These insights guided Daberko through his early career in fixed-income securities at National City, where he began as a management trainee in 1968 while completing his graduate degree as a part-time student. With nearly four decades of experience, Daberko truly emerged as a veteran leader, steering the holding company through a sea change of mergers, acquisitions, and market shifts. In recognition of his accomplishments, he was awarded the 2001 Distinguished Alumnus Award from Weatherhead.

A long-time corporate leader and a Case Western Reserve trustee since 1994, Daberko is also a qualified voice in the longstanding debate about the role of colleges and universities in rebuilding Cleveland.

“We have one choice: prosper or decline. Cleveland can no longer cling to the past. We need to be innovative and take some chances on the future.” The key, he argues, is educating leaders, keeping them in Cleveland with new, interesting jobs, and learning from other cities that have prospered.

Without suggesting that retail giants are the only answer, Daberko points to what Target has done for Minneapolis and what Limited Stores has accom-plished in Columbus. “In each case,” he notes, “someone created something

new that wasn’t there before. It’s all about new company formation. For the hundreds that we foster, Cleveland might just get a few Starbucks.”

Building on these sentiments, Daberko and his wife, Deborah, recently made a leadership commitment to Weather-head to create the Deborah and David Daberko Faculty Fellowship. The gift will fund a three-year fellowship to a promising associate professor and add significantly to the School’s ongoing research and innovation efforts.

“We wanted to show our support for Case Western Reserve University and decided that Weatherhead was the best place for us. A great school is built on a foundation of great faculty,” says Daberko. “Debbie and I spoke with Dean Reddy about creative ways

to support outstanding teachers. The three-year fellowship will help the school attract and retain talented faculty members.”

Daberko points out that Case Western Reserve, as the region’s major research university, “is a key bridge between research and economic growth, particularly in the area of health care.” The University’s cultivation of the arts is also a crucial factor in maintaining a community in which a talented labor force wants to live. “The stronger the University is,” he notes, “the better chance we have to keep people here.”

In addition to funding the Weatherhead faculty fellowship, Mr. Daberko will continue his personal commitment to the University as a trustee through at least 2011.

“It is with great pleasure that I announce this partnership with the Daberkos,” says Dean Mohan Reddy. “David and Deborah have always shown dedication and a strong commitment to the University. We are excited to collaborate with them through the establishment of a faculty fellowship—the first of its kind at Weatherhead.”

DONOR FOCUS: DAvID A. DABERKO

weatherhead collection | caSe weStern reSerVe uniVerSity | weatherhead School of management | Book four: Balance

To learn more about how you can make a difference, visit weatherhead.case.edu/support

Commencing this August, Weatherhead is proud to announce a new Executive MBA (EMBA) curriculum centered around the development of a candidate’s professional leadership. For decades, the school’s world-renowned Organizational Behavior faculty have built a best-in-class reputation for teaching the art of leadership. Together, they have equipped thousands of executives to deepen their leadership qualities, and to continue this personal growth over the course of their careers.

Specifically, the program explores leadership at four distinct levels: self, team, organization, and society. Under the tutelage of faculty and executive coaches, candidates are taught to recognize opportunities for outstanding leadership at each of these levels, and acquire the skills necessary to turn these opportunities into measurable successes throughout the course of their careers.

Program advocate and EMBA ’08 alumnus Ali Ahmed speaks to the new focus of the degree. “The program’s structure really gives students time to concentrate on becoming a conscientious leader, raising social awareness,

increasing empathy, and developing Emotional Intelligence,” he says. Ahmed, who is a senior consultant at Deloitte, described the classroom setting as a safe practicum for group discussion and self-reflection. “This entire process is about becoming more in control of yourself as a leader,” he explains. “It’s about actively thinking through what you’re doing before you do it, and honing that process until you are comfortable and confident to use it in real-world settings.”

Weatherhead’s EMBA is no stranger to the spotlight. In fact, BusinessWeek ranked the program 16th in the country and 21st in the world for 2009. The program received the highest possible marks in two of the publication’s three categories including teaching and support. Despite its success on a global level, Michael Devlin, Associate Dean of Executive Education, felt that is was necessary to further infuse the leadership component in the curriculum. “To put it simply, we’ve raised the bar,” he says. “The goal of this redesign is to develop leaders who possess the skills and insights that organizations need to prosper.”

During the program, candidates will put their leadership theories into action with an application project that integrates Weatherhead’s core themes of Manage by Designing and Sustainable Enterprise. Each individual will spend a semester uncovering a design opportunity within their organization that will create value by deploying resources and capabilities in new ways. Complementing this project is the International Study Experience that will allow candidates to engage in business fundamentals from a global leadership standpoint.

Ahmed agrees that leadership can be taught. “Weatherhead provides a type of environment that I, and a majority of my classmates, had never experienced before, a framework to think about themselves as true leaders,” he says. “Once students have the chance to apply this structure through conscious change, real transformation starts to happen.”

Weatherhead’s approach to theory establishes a pragmatic link to on-the-job application. This guarantees that what students learn in the classroom today can have a positive impact on their work performance tomorrow.

As a result, the return on candidates’ investment is significant both immediately and in the long term.

“Becoming a great leader is a never-ending process,” Ahmed asserts. “But it’s Weatherhead that provided me with powerful tools to start and sustain my journey. Moreover, the relationships built, both inside and outside the classroom, transcend graduation, which in turn furthers your ability to practice great leadership with other travelers on a similar path.”

There’s an old expression, “Great leaders are born, not made.” In fact, it’s so old, that most of us never question its validity. General George S. Patton, Dr. Martin Luther King, Jr., President John F. Kennedy—all born leaders. But what if Patton hadn’t come from a long line of soldiers? What if King had never attended Morehouse? What if Kennedy had been born into a different family? Would those leadership skills still have manifested themselves? It’s the old nature-versus-nurture debate played out on a grand scale. At the Weatherhead School of Management, we acknowledge that everyone has a different aptitude for leadership. Yet we believe that in every single case, a person’s leadership skills can be greatly enhanced. And we have evidence that suggests that we know how to do it. In short, we believe that great leadership can be taught.

n e W P a t H S t o

L E A D E R S H I P

Executive Education


To find out more about the new Executive MBA curriculum, visit

weatherhead.case.edu/academics/masters/mba/executive

Kleinhenz talks startups, leadership, and good design

Visiting Committee: Peter Kleinhenz—The Business of Science and Technology

“I guess my first foray into the business world was in high school. I worked for an electronics store, selling stereo systems,” says Peter Kleinhenz with a laugh.

Kleinhenz (MBA ’79) has carved out a unique career path from his retail beginnings. Today, he is Managing Director of CID Capital, a firm that allows him to combine his business acumen with a lifelong interest in science and technology.

“We’ve gone from an investment portfolio of five percent life sciences to around fifty percent over my tenure here,” he says.

Kleinhenz grew up in Lorain, Ohio, “across the street from Lake Erie.” The shipyards there were still booming at the time.

“I’d come home from college at Christmas, and the first thing I’d do would be to go down to the ore docks and watch the ships. You could almost watch the lake freezing behind them,” he remembers. When, later, a bank that Kleinhenz worked for financed one of the shipbuilding companies, he was excited to be aboard for the

christening of the last 1000-foot ore freighter to be made in Lorain.

Kleinhenz attended Loyola University in Chicago, where he started out as a chemistry major.

“One major thing I’ve learned and encourage anybody to do is to get as much science as you can, because science and technology are very pervasive. However,” he qualifies, “honestly, I was a better humanities student than science student!”

Philip Alexander, MBA ’82President and CEOBrandMuscle, Inc.Beachwood, Ohio

Richard AmesCEO Madison Electric Products, Inc. Bedford Heights, Ohio

Himanshu S. Amin, MBA ’93, JD ’95Intellectual Property AttorneyCleveland, Ohio

Moses Awe, BS ’81 PartnerErnst & Young, LLPSan Francisco, California

John P. Campi, EMBA ’88 Managing Partner Genesis ManagementMarietta, Georgia

Scott ChaikinChairman and CEODix & Eaton CorporationCleveland, Ohio

Jenniffer Deckard, EMBA ’04 CFOFairmount Minerals, Ltd.Chardon, Ohio

Cindy A. FrickPartner-Chief Sales and Marketing OfficerDealer Tire, LLCCleveland, Ohio

Michael E. Gibbons, MS ’75Senior Managing Director and PrincipalBrown Gibbons Lang & Company LLCCleveland, Ohio

Robert A. GlickChairman and CEODots, Inc.Glenwillow, Ohio

Kenneth M. HaffeyPartnerSkoda MinottiCleveland, Ohio

W. Nicholas HowleyChairman and CEOTransDigm Group Incorporated Cleveland, Ohio

Robert HurwitzPartnerThe Coral CompanyUniversity Heights, Ohio

Peter G. Kleinhenz, MBA ’79Managing DirectorCID Capital, Inc. Columbus, Ohio

William H. Lewis, MBA/JD ’96PresidentAegerion PharmaceuticalsBridgewater, New Jersey

David T. Liederbach, MBA ’90General ManagerIBM Strategic Outsourcing Somers, New York

Bassem Mansour, MBA ’95Co-CEO and Managing PartnerResilience Capital PartnersCleveland, Ohio

Evan M. Morgan, MBA ’94President and CEOWedge Partners CorporationNew York, New York

Linda Rae, MS ’90, MBA ’95Executive Vice President Chief Operating OfficerKeithley Instruments, Inc.Solon, Ohio

Hayagreeva Rao, PhD ’89Atholl McBean Professor of Organizational Behavior and Human Resources, and Morgan Stanley Director for the Center for Leadership Development and ResearchStanford Graduate School of BusinessStanford, California

Alan Rosskamm, EMBA ’85CEOBreakthrough Charter Schools Cleveland, Ohio

David Ryan, MBA ’81Managing PartnerMission venturesSan Diego, California

Joseph Sabatini, MBA ’81Managing DirectorJPMorgan Chase & Co.New York, New York

Steven Simmons, BS ’79, MBA ’86Engagement DirectorSiemens IT Solutions and ServicesFranklin Park, New Jersey

Herbert C. Smith, PhDPresident and CEOHCSmith Ltd. and Smith International Enterprises Shaker Heights, Ohio

Sam Srinivasan, MBA ’73Chairman EmeritusHealth Language, Inc.Fremont, California

Robert L. StullCEO Port Logistics GroupHouston, Texas

Jeffrey J. Tengel, MBA ’85Executive Vice President-Corporate BankingPNC Financial Services GroupCleveland, Ohio

James B. Treleaven, BS ’69, PhD ’90President and CEOvia Strategy Group, LLCChicago, Illinois

Russell J. Warren, BS ’60Senior Vice PresidentEdgePoint Capital AdvisorsBeachwood, Ohio

Thomas F. Zenty IIICEOUniversity Hospitals Health SystemCleveland, Ohio

WEATHERHEAD Visiting Committee

Having graduated from Loyola with a bachelor’s in history, Kleinhenz returned to Cleveland to pursue his MBA at what would become the Weatherhead School of Management. He graduated in 1979 with the very first class of two-year Full-Time MBA students—although by that time, he was also working full-time at Union Commerce Bank in downtown Cleveland.

An aspect of the MBA program that made an immediate and lasting impact on Kleinhenz was the emphasis on teamwork.

“It was a very strong part of the program, and wisely so, because it’s a big component of what we do in business. History can be a pretty solitary activity,” Kleinhenz explains, comparing graduate school to his days at Loyola. “So the biggest surprise was the amount of teamwork required and encouraged in the MBA program.” Looking back, there is a course that

stands out—but not in a good way. “It’s funny now, but I remember a lot of concern and angst about the statistics course! My graduating class was really diverse, with lots of humanities, engineering and science people. Some of us,” he laughs, “hadn’t had any math for a while. Of course, now I appreciate it. When I used to run manufacturing facilities, or today when I look at them for investments, stats are very important.”

Kleinhenz also went on to become a CPA, a decision that facilitated his movement within companies.“Fastforwarding, when I became CFO of a number of startups—and sometimes I was CFO of as many as three startups at a time in my mid-to-late twenties—having an MBA was great, and being a CPA on top of that resonated with venture capitalists and corporate partners, too. It really became a springboard,” he continues. “As CFO, I was able to show skills in operations, and eventually, strategic planning and marketing.”

The holistic nature of the Weatherhead MBA program enhanced Kleinhenz’ understanding of all aspects of business: “I had a lot of exposure to different things, on purpose. When I went to Weatherhead, entrepreneurship was not considered glamorous. But it’s a testament to the school that I left with all the fundamental ideas and skills to contribute to startups. I don’t even know how many I’ve been involved in on a formal or informal basis. I should

sit down and figure that out,” says Kleinhenz with a laugh.

Working in finance and administration and then in business development at the biotech and medical device company Neoprobe Corporation in Columbus, Kleinhenz deepened his involvement in the life sciences field. He then became President and CEO of Progenics Corporation, a company that developed and manufactured the “guts—the internal design—of everything from tow motors to zip drives, from bulky industrial machinery to consumer products.”

Today, in addition to his work at CID Capital, Inc. and Fletcher Spaght Ventures, where he is a venture partner, Kleinhenz is Chairman of the Board of BioOhio, whose purpose he summarizes as “helping to catalyze or nurture the development of sustainable life science in Ohio.”

A member of BioOhio’s Executive Committee since 1991, Kleinhenz feels that the nonprofit has gained momentum under the auspices of “great leaders like our current CEO, Dr. Tony Dennis. In the last year or so, Tony has seen his hard work start to bear fruit in job creation and our ability to attract both national and international companies to Ohio.”

Kleinhenz has also witnessed Weatherhead’s transformation over the years as an alumnus and now as a member of the Visiting Committee. One

thing has remained the same: “In those early days, you could sense an energy in the school as the administration and faculty grew the Full-Time MBA program,” he says. “Still today, I get the feeling that people at Weatherhead love what they’re doing; there’s a sense of forward-looking dedication, and it all starts with the leader, who creates the atmosphere. That’s why we’re lucky to have a wonderful dean who is good at building links within the school.”

Of his experiences on the Visiting Committee, Kleinhenz remarks, “One thing I’ve been impressed by is that you can’t take it for granted that your product will find consumers, even when that product is an MBA program.” In the case of Weatherhead’s product, Kleinhenz says, “Mohan Reddy and department chairs have tried to align themselves with the marketplace in designing Weatherhead’s academic programs, and that shows in applicable themes like Sustainable Enterprise and Manage by Designing.”

Kleinhenz’ interest in sustainability is obvious—it’s a characteristic important to initiatives he invests in at CID Capital and fosters through BioOhio. But, a former manufacturer, he also has views on design that, one could argue, apply equally to degree programs: “Sometimes, the beauty of design is that if you do it thoughtfully, with the user’s needs and goals in mind, the product’s use becomes transparent.”



1. Trust the process of learning from experience.

A. Honor your experience. Make it the focal point of your choices and decisions. This does not mean that you shouldn’t learn from experts or others, since their advice is also part of your experience. The key is to own your choice: take charge of what you learn and validate it in your experience.

B. Trust the learning process. Avoid an excessive focus on immediate performance outcomes and focus instead on the longer-term recursive process of learning by tracking your performance progress over time. 2. Reassess your beliefs about yourself. Be conscious of how you think, how you learn best, and how you define yourself. Often, people are unaware of the way in which they characterize themselves and their abilities.

3. Monitor the messages you send yourself. Pay attention to your self-talk. Thoughts like, “I am stupid” or, “I am no good at…” reinforce a negative fixed identity; just as affirming, “I can do this” reinforces a positive learning identity.

4. Redefine your relationship to failure. Embrace failure as an inevitable part of the learning process. Manage your emotional responses in order to analyze mistakes and plan solutions.

5. Balance your success/failure accounts. Most of us remember our failures more vividly than our successes. We tend to focus on negative remarks and ignore praise. Attend to your successes and learning strengths to “balance your accounts.”

Angela Passarelli is a PhD candidate in the Organizational Behavior Department at the Weatherhead School of Management. She received a BS in Psychology and Business from James Madison University and an MS in Educational Administration from Texas A&M University. From 2004 to 2007, she worked as the Director of Leadership at Elon University.

Throughout her doctoral program, Passarelli has worked with Professor David A. Kolb, PhD, founder of the Experiential Learning Model and creator of the Kolb Learning Style Inventory, on the following research.

Choose Your Own Adventure: The Learning WayHow do adults learn, grow, and develop? What is your personal approach to learning? In sharing results from the Kolb Learning Style Inventory with thousands of people, we have discovered, to our surprise, that most people have never thought about the answers to these questions. Yet the ability to learn from experience is criti-cal in the reality of twenty-first century life. Unprecedented rates of economic, social, and technological change have produced an environment in which individuals are increasingly responsible for directing their learning over the course of a lifetime.

The most important thing in navigating the journey is to learn how to learn. Experiential Learning Theory (ELT) provides a roadmap, helping individuals understand how learning occurs, and the nature of spaces where it occurs, but also helping them know themselves as learners. With this awareness, one can live each successive experience fully—present and mindful in the moment. We call this approach to lifelong learning “the Learning Way.”

A learning identity lies at the heart of the Learning Way. People who possess this see themselves as learners, seek and engage in experiences with a learning attitude, and believe in their ability to learn.

But having a learning identity isn’t an either/or proposition—it develops over time and is sustained and nurtured through growth-producing relationships in one’s life.

Research on the “lay theories” that people hold about themselves differentiates between those who see their abilities as fixed and those who believe they can incrementally change themselves. Those individuals who believe that they can change and develop have a learning identity. They face their challenges with a “mastery response,” while the person with a fixed identity is more likely to withdraw or quit. Learners embrace challenge, persist in the face of obstacles, value criticism, and draw inspiration from the success of others. The fixed self avoids challenge, gives up easily, shirks criticism, and feels threatened by others’ success. It is possible to develop a learning identity. Studies conducted in traditional middle school and college environments describe outcomes of learning interventions as increased motivation, higher grades and achievement scores, reduced anxiety, and increased confidence in students’ ability to learn. Every success or failure can trigger a reassessment of one’s learning ability; thus, one’s learning identity is continuously reformulated through experience.

Our research suggests there are some ways to overcome fixed-self characteristics and improve learning identity:

These strategies impact learning identity, enhancing how individuals see themselves throughout the challenges of life. Additional strategies for increasing one’s ability to live by the learning way are shared in a chapter to be published in the Oxford Handbook of Lifelong Learning.

To learn more about Weatherhead’s doctoral program, visit

weatherhead.case.edu/academics/doctorate

Angela Passarelli, PhD candidate ’11

Alumni Advisory CouncilThe members of the Alumni Advisory Council (AAC) represent the diverse strengths, degrees, geographic distribution, and professional accomplishments of alumni from the Weatherhead School of Management. Since the AAC first convened in June 2009, its members have made an important impact on Weatherhead by implementing ideas and volunteering time in the following ways: recruiting top prospective students; providing guidance and leads in employer development, both here and abroad; reaching out to alumni for Annual Fund support; and building the alumni network in such cities as Boston, New York, and Mumbai.

Special thanks go to all of our esteemed AAC members, listed opposite with their affiliations, for their leadership and continued contributions. Read on for a profile of one of our valued members, Jacqueline Sanders, MBA ’01.

Alumni Advisory Council

Ali Ahmed, emBA ’08Senior ConsultantDeloitte ConsultingCleveland, Ohio Kalpesh Ambani, mBA ’97Vice PresidentReliance Industries LimitedMumbai, India nilesh Amin, mBA ’99Patent AgentTurocy & Watson, LLPCleveland, Ohio glenn g. Anderson, Jr., emBA ’92Managing DirectorSignium InternationalCleveland, Ohio mark J. Berns, mPoD ’08PresidentReady About, LLCPrincipalFlex-CIONorwalk, Connecticut

Kerri Breen, mBA ’98Vice President, External FinanceJumpStart Inc.Cleveland, Ohio Valbona Bushi, Bs ’08, mAcc ’09Associate in AssurancePricewaterhouseCoopersNew York, New York David Case, ms-Finance ’08Chief Investment OfficerHeadwaters Investment CounselCleveland, Ohio

odell Coleman, Jr., mBA ’03, mno ’99President and CEOColemanWick, LLCCleveland, Ohio

Jeffrey W. Ferguson, eDm ’99President and CEOSentient Medical SystemsArnold, Maryland Ronald Fountain, emBA ’83, eDm ’00, PFP ’01Dean, School of BusinessWalsh UniversityNorth Canton, Ohio James H. grant, emBA ’08Manager, R&D Customer TechnologiesDealer Tire, LLCCleveland, Ohio Robert n. gross, emBA ’03Executive Vice PresidentJones Lang LaSalle Americas, Inc.Cleveland, Ohio James Hilyard, mBA ’70Retired President, Roofing Products GroupCertainTeed CorporationWest Chester, Pennsylvania Jeffrey L. Jackson, emBA ’08Valuation Advisor Fortune Business Transfer and Acquisitions Louisville, Kentucky Lynnette Jackson, mBA ’07Key Private BankCleveland, Ohio Dr. shigeo Kagami, eDm ’00Professor and General Manager of the Science Entrepreneurship and Enterprise Development Division of University Corporate RelationsUniversity of TokyoTokyo, Japan Jason A. Korosec, JD/mBA ’97General ManagerPayPal PlatformSan Jose, California

Kenneth A. Kutina, mBA ’67, PhD ’74Vice President Emeritus forInstitutional PlanningCase Western Reserve UniversityCleveland, Ohio stephen Ligus, mBA ’06Client ExecutiveHylant GroupCleveland, Ohio Jeff Linton, mBA ’85Vice President, Corporate CommunicationForest City Enterprises, Inc.Cleveland, Ohio Andy male, mBA ’07Vice PresidentWestern Reserve Partners LLCCleveland, Ohio

george mateyo, mBA ’99Senior Director of InvestmentsCleveland Clinic FoundationCleveland, Ohio Andrew medvedev, BA ’97Director, Renewable EnergyUBS Investment BankNew York, New York Robert moore, Bs ’87, mBA ’91Senior Vice PresidentWachovia SecuritiesCleveland, Ohio

nick neonakis, mBA ’02Director of DevelopmentFloor Coverings International at The Franchise CompanyCleveland, Ohio Frank november, mBA ’96Director of Volunteer Leadership and Strategic DevelopmentHuman Rights CampaignWashington, D.C./Boston, Massachusetts

mirek F. Posedel, mBA ’96PresidentSterling Health Services, TeamLogicCleveland, Ohio

Kosta Pyatkovski, Bs ’02, mAcc ’03Audit Supervisor, Internal AuditEaton CorporationCleveland, Ohio

srinivas Rao, mBA ’99Principal Platform Product ManagerAmazon Inc.Seattle, Washington

Jeff Rozic, Bs ’02Director of Partner OperationsBrand Affinity TechnologiesIrvine, California Jacqueline sanders, mBA ’01Senior Vice PresidentGroup Account DirectorThe CementWorksNew York, New York mark schierholt, Bs ’08, mAcc ’09Audit AssociateKPMGCleveland, Ohio max Valentine, mBA ’02Director of OperationsStandard TechnologiesMonclova, Ohio

David White, mBA ’94Cleveland, Ohio

Hal Yaeger, mBA ’81MD/BOD AdvisorCxO Advisory Group/Signal LakeCleveland, Ohio/Greenwich, Connecticut

“There has been a lot of change within the health care industry in the past few years,” Sanders points out. “Everyone worked in their own world and rarely interacted with the other work streams. The consumer group dealt with everything consumer. The professional group managed all physician programming. Managed care communications were dealt with in a third silo.” Integration, Sanders explains, is key in today’s business environment. “We are becoming much smarter in the ways we deliver information to our different stakeholders. We are breaking down traditional walls to be more efficient in how we communicate and, most importantly, to be more effective and results-oriented,” she comments.

Sanders is optimistic about what the future holds for companies like hers. “We live in a world where communication barriers are falling. Conversations are fluid and technology is enabling this metamorphosis. Our company has torn down the silos typical in a communications firm to enable us to capitalize on this fluidity,” she explains. Particularly in the health care industry, she says, communication is key: relating to both patient and physician involves not only a personal awareness of the different spheres in which they revolve, but also a willingness to share and spread communications technology in both realms.

Sanders, who was recently invited to join Weatherhead’s Alumni Advisory Council, reflects with satisfaction on her long-standing relationship with the school: “I feel a definite attachment to Weatherhead. I am appreciative of what the school gave me as a student, and this connection has continued to remain strong, especially with Dean Reddy.” She continues, “While I was pursing my MBA, Weatherhead experienced some tough times. Today the school is on a great trajectory. I feel both a sense of responsibility and pride to have been a part of her history and a participant in her future.”

Sanders cites Dean Reddy’s leadership as a factor in Weatherhead’s positive direction, specifically with the exploration and implementation of Manage by Designing and Sustainable Enterprise as themes in the school’s core curriculum. With her background in art and design, Sanders feels strongly that design in management is a core communication principle. “These themes are highly interesting and relevant in today’s business culture,” she notes. “Our society is at a crossroads where we need to develop leaders with fire in their bellies—leaders who are willing to bring these principles to the forefront and to guide others in how to adapt them to practical situations. Weatherhead students who can bring these insights and knowledge into the business community will have a competitive advantage.”

The Alumni Advisory Council is divided into different task forces, and Sanders is a member of a segment that focuses on recruitment. “We want to provide a better connection between alumni and top prospective students,” she says. “Our goal is to have them regard Weatherhead as their best choice in pursuing a management education. This is an optimal outcome of what the Council is formed to do.”

Sanders is pleased with the increased involvement of alumni at Weatherhead and Case Western Reserve University as a whole. “Reminding alumni that they are still part of the school is a crucial factor,” she says. “Weatherhead has made it a point of doing this in recent years, and I am proud to be part of this success.”

To learn more about the Alumni Advisory Council, visit

weatherhead.case.edu/alumni/advisory

Jacqueline sanders, mBA ’01Senior Vice President, Group Account Director at The CementWorks

Jackie Sanders has always approached life creatively. The graphic designer turned Senior Vice President at The CementWorks found the MBA program at the Weatherhead School of Management a congenial environment for her. “The exercises that our professors outlined challenged us to think creatively when solving problems,” she remembers. “With this guidance, assignments that may have seemed quite basic at the onset netted extraordinary outcomes.”

For instance, in a strategy course, Sanders and team applied a “Mission Possible” theme to a presentation on the future of Ford’s Visteon. “I remember us all wearing rain coats and presenting our strategic recommendation to several Visteon executives and our class in an extremely theatrical manner,” she laughs. “This approach carried over to our other classes as well. I even remember standing on a table and quoting Shakespeare in an economics presentation.”

Although she currently lives in New York City, Sanders is a Northeast Ohio native who grew up in both Shaker Heights and Moreland Hills. After graduating from the University of Michigan with a bachelor’s degree in art history and graphic design, Sanders returned to Cleveland to work as a graphic designer at Jones, Day, Reavis & Pogue and then as an art director at Stern Advertising. In 1999, she chose to pursue her MBA at Weatherhead because of its strong academic reputation.

Sanders graduated in 2001 with a specialization in marketing and policy studies. She went on to a career in the medical device and health care industry first at Ethicon, a division of Johnson & Johnson, and then at Cline Davis & Mann, a firm that handles more billion-dollar health care brands than any other agency.

For the past five years, Sanders has worked at The CementWorks, an independent health care communications firm headquartered in New York City. The company has been touted for its unique approach to horizontal internal growth, making it a standout player in an industry dominated by publicly-owned operations. “Literally, the firm started out in our founders’ apartment with three people and a dog,” Sanders remarks. “I joined at the beginning of the company’s first growth spurt where we grew from about twenty employees to a staff of more than 150 in about three years.”

The CementWorks credits its tremendous progress since 2000 to a flat business structure. The mindset behind this structure is to facilitate employee movement throughout the company and ensure that all clients have exposure to senior level management. Sanders’ role as the senior vice president and group account director has helped her develop into an experienced strategist and brand launch leader of both U.S. and global products.

Alumni Advisory Council


Class of 1970

Dr. Charles Smith (PhD) wrote Navigating From The Future: A Primer For Sustainable Transformation, recently published by Kairos Productions, Inc., and proposes a new paradigm for reaching goals and inspiring people to achieve what they are capable of, not just what they already do. Class of 1979

William (Barry) Doggett (MBA) was appointed Vice President of the Board of Directors of Greater Cleveland Volunteers.

Class of 1985

Paul Carlin (MBA) was appointed Senior Vice President and Commercial Banking Sales Manager at Lorain National Bank.

Richard veres (MBA) was appointed to the Board of Trustees of the Village Foundation.

Class of 1988

Timoteo Deloso (MAcc) was appointed Vice President and Treasurer of Warner Brothers.

Class of 1989

Gary Gallagher (EMBA) relocated to Asheville, North Carolina in 2007 to be near family. He purchased the Western North Carolina office of Express Employment Professionals in March 2007 and is “having a ball.” He states that his experience in the EMBA program prepared him for the joys and challenges of running his own business.

Susan Steiger (MBA) was appointed to the Board of Trustees of the Greater East Ohio Area chapter of the Alzheimer Association.

Class of 1990

Majdi Abulaban (MBA) was appointed President of Delphi Asia Pacific.

Class of 1991

Ken Haber (EMBA) was appointed President of the Lakewood Hospital Foundation.

Class of 1992

Daniel P. Walsh, Jr. (BS, MBA) was appointed President of the Greater Cleveland region by Huntington National Bank.

Class of 1993

Matias Bonnier (MBA) was appointed Chairman of the Swedish-American Chamber of Commerce.

Class of 1994

Lloyd Bell (MBA) was appointed Secretary of the Ohio Venture Association.

Fiona Chambers (BS) was appointed the new Managing Partner at Deloitte & Touche’s Cleveland office.

Debra DeCarlo (MBA) was appointed Second Vice President and Treasurer at the Lake Erie Nature and Science Center.

Mary Edwards (EMBA) was appointed to the Board of Directors of KidsVoice.

Paul Stupay (MBA) was appointed Executive Vice President of Sales of NineSigma, Inc.

Class of 1995

Rick Costello (MBA) was appointed Chief Operating Officer at Spectrum Surgical Instruments Corp.

Edward vargo (BS) was appointed a Financial Representative of Brennan Financial Group.

Class of 1997

John Drahzal (MBA) was appointed President of Intrasweep LLC.

Louis Licata (MBA) was named to the 2010 Super Lawyers list.

Peter Nagusky (MBA) was promoted to President of Federal Metal Company.

Class of 1998

Dr. James Goldfarb (EMBA) was installed as President of the Society for Reproductive Technologies, the primary organization of professionals dedicated to the practice of in vitro fertilization in the United States. Dr. Goldfarb is Director of Infertility Services and In Vitro Fertilization at the Cleveland Clinic and Professor of Surgery at Cleveland Clinic’s Lerner College of Medicine.

Jennifer Hagele (MBA) was appointed a Senior Consultant at HHL Group, Inc.

Gregory Perram (MBA) was recently appointed Vice President and Wealth Management Advisor at Fifth Third Bank.

Cheryl Young Rosenbloom (MBA) was recently married to Bevan Rosenbloom.

Gary Snyder (MBA) was appointed Banking Office Manager at Huntington National Bank.

Class of 1999

Masahiro Morisawa (MBA) set up and managed Joint Power Company as a project manager for Shell Gas & Power Japan in 2005. With an initial $10 billion investment, Joint Power Company will start operation this year.

In 2007, CEO and President Morisawa established Venture Incubation and Consulting in Tokyo. As an organizer, he has supported Case Western Reserve University Japan Alumni Chapter activity.

Dr. Linda Williams (PFP) was appointed Senior Director of Educational Services at WVIZ/PBS & 90.3 WCPN IdeaStream.

Class of 2000

Shigeo Kagami (DM), Professor at the University of Tokyo and General Manager, Department of Science Entrepreneurship & Enterprise Development (SEED), spoke at the March 2010 conference of the American Chamber of Commerce in Japan.

Dr. Kagami’s lecture was on the difference between entrepreneurial universities in the U.S. and those in Japan.

Brian Meeker (MBA) was promoted to Principal at Deloitte LLP.

Chad Root (MBA) founded Spearhead Sales and Marketing and Green Boomerang Returnables, Inc.

Class of 2003

Warren Coleman (EMBA) was appointed Director of Business Development at Lakefront Partners, LP.

Kristy Ragones Coviello (MBA) and her husband celebrated the birth of their son, Alexander Nathan, on January 21, 2010.

Adam Snyder (MEM) was appointed Project Manager of Definity Partners.

Class of 2004

Darrin Auito (JD/MBA) was recently elected partner at Westerman, Hattori, Daniels & Adrian, LLP.

Anthony Battle (EMBA) was appointed a Company Officer and Vice President of Internal Audit at Lincoln Electric Holdings, Inc.

Brian Walsh (EMBA) was promoted to Region Vice President of Northern Ohio at Xerox Corp.

Class of 2005

Emily Davis (MBA) and her husband, Joe, celebrated the birth of their son, Benjamin Keen, on December 24, 2009. Their daughter, Stella Katharine, was born on November 30, 2006.

Paul Hodermarsky (MBA) and his wife, Lauren, recently celebrated the birth of their daughter, Lily.

Charles T. Moses (EDM) was selected for a Fulbright to Jamaica. His focus will be on regional competitiveness.

Dr. Randall Oostra (EDM) was appointed President and CEO of ProMedica Health System.

Class of 2006

Elizabeth Mundy (MAcc) was appointed Financial Control, Fixed Income with Barclays Capital.

Phat Nguyen (MBA) spoke at both the Power-Gen Asia Conference and the VietPower Conference in the fall of 2009.

Alumni on the Move Alumni on the MoveLyndy Rutkowski (MBA ’08)

was featured on the cover of

the February issue of Cleveland

Business Connects for her

networking organization,

Cleveland Green Drinks.

Created in 2004, the group

meets monthly to help develop

the Northeast Ohio community

into a grassroots green economic

development engine that

produces tangible outcomes

and jobs. Learn more at www.

greendrinks.org/OH/Cleveland

or become a fan of Cleveland

Green Drinks on Facebook.

CLASS NOTES CLASS NOTES


STAY CONNECTED

The Weatherhead School of Management has three simple ways to stay connected:

1. Visit weatherhead.case.edu/alumni/update to update your contact information and submit class notes for the Fall 2010 issue of The Weatherhead Collection and our e-newsletter, Weatherheadlines.

2. Join our group on LinkedIn.com and start networking with more than 3,000 colleagues and alumni.

3. Follow us on Twitter @caseweatherhead for the latest news.

IN MEMORIAM

James P. Bailey (MBA ’78)Joseph Eugene Bechtold (MS ’74)James T. Bridges (MSASS ’73, CNM ’89)John J. Dailey, Jr. (MS ’66)Charles Freireich (BBA ’58)Steven Eugene Glaser (MBA ’87)James A. Glover (AMP ’79)Dr. Sherman K. Grinnell (PhD ’67)Dr. James M. Handelman (MBA ’87)Martha A. Horsburgh (MBA ’80)Edward P. Janis (MBA ’75)John Burchell Johnson (MBA ’71)Dr. Janet K. Kiehl (PhD ’04)Sherry Latimer (MBA ’82)James E. Lees (AMP ’73, EMBA ’81)Dr. Bruce Vincent Mac Leod (PhD ’70)Robert A. Martin (MS ’81)Robert Lloyd Miller (MBA ’63)James Ian Mondock (MS ’69)Richard Thomas Murphy, PE (MBA ’92)Charles W. Olson, Jr. (MS ’56)Onyero Onyeacholem (MBA ’04)Orrie Stanley Paller (BBA ’48, MBA ’62)Henry S. Raub (MS ’68)Michael F. Rego, Jr. (MBA ’69)Charles Christopher Shoup (MBA ’81)Jennifer Rhys Taylor (MBA ’95)Ralphe B. Vawter (MBA ’59)

Alumni on the Move Alumni on the Move

Pamela Sedmak (EMBA) was appointed CFO of Blue Cross Blue Shield of Minnesota and previously was CFO of CareSource, a public-sector managed care company, where she grew revenues from $765 million to $2.5 billion during her four-year-plus tenure.

Halle Tecco (BS) was named a L’Oreal Women of Worth Honoree for her work as Founder and Executive Director of Yoga Bear. Currently, she is pursuing an MBA at Harvard Business School.

Class of 2007

Michael Palcisco (MNO) was appointed to the Board of Maximum Accessible Housing of Ohio as Vice President.

Kimberly Sullivan (BS) won the first season of “Got City Game Cleveland” as part of Team LiveCLEVELAND.

Class of 2008

James Grant, Jr. (EMBA) and his wife, Allison, celebrated the birth of their daughter, Carolyn Rose, on December 31, 2009.

Alexander Hamberger (BS) won the first season of “Got City Game Cleveland” as part of Team LiveCLEVELAND.

Damon Taseff (MBA) was promoted to Principal at Allegro Realty Advisors.

Peter Zale (MBA) was appointed Marketing Project Manager at Multi Radiance Medical, Inc.

Class of 2009

Benjamin Bykowski (MBA) was appointed Director of Technology at Optiem LLC.

Kevin Carney (BS) was appointed Staff Accountant at Cohen & Co.

Jill Fowler (MBA) was appointed Secretary of the Board of Greater Cleveland Volunteers.

Dr. James Hayes (EDM) was named Assistant Vice President responsible for the Corporate Planning Department at the Federal Reserve Bank of Richmond, Virginia.

Adam Schultz (MAcc) was appointed to Staff Accountant at Cohen & Co.

Bill Snow (MBA) was appointed National Accounts Manager of XO Communications.

Class of 2010

Rachel Daniel-Talton (DM), owner of Synergy Marketing Strategy & Research, Inc., was selected as a Top Ten Woman Business Owner of Northeast Ohio for 2010.


CLASS NOTES

It begins with a conversation

The most satisfying philanthropic commitments come from thoughtful conversations 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 Office of External Relations at 866.478.6221 for more information.

Moving Forward Fund

Providing incredible opportunities—this is the goal of the Weatherhead Moving Forward Fund, a student scholarship fund comprised of unrestricted dollars. With awards ranging from $3,700 to $18,500 in the 2009-2010 academic year, the Moving Forward Fund benefited 200 students and aided the school in attracting and retaining premier leaders.

Moving Forward Fund dollars truly advance the student body.

Along with generous gifts from alumni, students, and friends, proceeds and sponsorships from two events advanced the Moving Forward Fund in 2009-2010: an alumni-student mixer at Bar Cento and Casino Night during Dean’s Weekend.

If you are interested in making a gift to the Moving Forward Fund or learning more, please contact Jennifer Nye, Director of Regional Development and Campaign Giving, at 866.478.6221 or [email protected].

Documents

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