Winter06 IT 8/23/06 3:02 PM Page 1 intouch · awards, conferences, case competi- ... Week in partnership with the Canadian Association of Family Enterprise. ... Edmund Clark, President

Publications Mail Agreement 40015801

A m a g a z i n e fo r a l u m n i a n d f r i e n d s o f t h e R i c h a rd I vey S c h o o l o f B u s i n e s s / Wi nt e r 2 0 0 6A m a g a z i n e fo r a l u m n i a n d f r i e n d s o f t h e R i c h a rd I vey S c h o o l o f B u s i n e s s / Wi nt e r 2 0 0 6

intouchintouch

Leading withoutBordersTim Hockey, EMBA ’97, recognizes the value of Ivey’s newCross-Enterprise LeadershipTM strategy Page 16

Ivey Olympians Page 24

Winter06 IT 8/23/06 3:02 PM Page 1


W I N T E R 2 0 0 6

F E A T U R E S16 Leadership In September Iveyannounced a bold new strategicdirection based on the concept ofCross-Enterprise LeadershipTM.InTouch spoke to Professors MaryCrossan, Steve Foerster and MarkVandenbosch to get a better under-standing of the approach and itsimpact on Ivey’s teaching andresearch programs. We also talked toTim Hockey and Pamela Griffith-Jones, two alumni leaders who arepassionate about the importance ofCross-Enterprise Leadership in theirown companies, and for Ivey.

24 Ivey Rings To celebrate theTurin Games, we profile four alumniwho have made their mark on theOlympic movement in Canada,including judo national championBrad Farrow, who now operates a suc-cessful consulting company, and hur-dler Jeff Glass, a Bay Street lawyer.Does high-performance sport prepareyou for high-performance businessleadership? Looks like it. D E P A R T M E N T S

4 Doing Business Rankings,awards, conferences, case competi-tions and more . . .

8 Alumni in ActionThe Ivey Alumni Association unveils anew strategy designed to strengthenbonds between alumni and theSchool, and across the alumni net-work. Chair Patrick Crowley explains,and fellow Board members discussprojects that support strategic goals.

30 Development Ivey alumnibelieve in the School’s new strate-gy, and are prepared to make theirsupport tangible.

32 In the Crease Professor Craig Dun-bar is an exceptional researcher, popularteacher, skilled administrator, and agood guy to have minding the net.

34 Notes from Near and Far Whatever happened to . . .? Theanswers are here!

52 Ivey Lives RememberedHarry Yeandle never forgot his daysat Ivey and made a significant con-tribution through his will.

54 Alumni Speak MichaelLeBoldus has a new perspective onlife since spending two monthsteaching in Cambodia.

BRAD FARROW, MBA ’83, LEARNEDTHE VALUE OF TEAMWORK WHILECOMPETING IN JUDO AT BOTHTHE ’76 MONTREAL OLYMPICSAND ’84 LOS ANGELES OLYMPICS.

24

Editor in Chief Glenn Yonemitsu, MBA ’89 Editorial Board Bob Beauregard, MBA ’62, alumnus;Stephanie Brooks, HBA '93, alumna; Pamela Griffith-Jones, HBA’87, MBA ’90, IAA Board of Directors; Sandy Hurst, retired Faculty member; Michael Needham, MBA ’68, Advisory Board; Rob Way, Marketing and Communications;David Weiner, MBA ’85, alumnus; Glenn Yonemitsu,MBA ’89, AdvancementManaging Editor Pat Morden Design Karin CullitonProduction Co-ordinators Don Park, Rachel Condie Contributing Writers Pat Morden, Max Morden,Michael LeBoldus, HBA ’99, MBA ’03, Terri GartonResearch Sarah McCarthy intouch is published by the Department of Advancement atthe Richard Ivey School of Business, The University of WesternOntario, London, Ontario, Canada, N6A 3K7

@intouch is a regular e-newsletter that provides updates on the School between issues of the magazine. Seewww.ivey.uwo.ca/intouchintouch welcomes input from all alumni for letters to theeditor, articles or ideas on themes. Please send all addresschanges to Advancement, Richard Ivey School of Business, TheUniversity of Western Ontario, London, ON, Canada N6A 3K7,via e-mail to alumni @ivey.uwo.ca or over the World WideWeb at www.ivey.uwo.ca/alumni. Copyright 2006 – RichardIvey School of Business. Reproduction in whole or in part with-out permission is prohibited.Cover Photo DW DorkenAdvertising Sales Rachel Condie, Ivey Advancement(519) 661-4101

INSIDEINTOUCHWinter06 IT 8/23/06 3:02 PM Page 3

4

Top rankingsIn September the Wall Street Journal re-leased its 2005 MBA school ranking,which placed Ivey sixth worldwide in at-tracting international recruiters, and firstin Canada. A separate analysis of re-cruiter responses ranked Ivey 9th in theworld by recruiters in the financial ser-vices industry. No other Canadian schoolwas ranked in this sector.

In October, the Beyond Grey Pinstripes2005 survey ranked Ivey 14th worldwide,and named Professor Tima Bansal as arunner up for the Grey Pinstripes FacultyPioneer Award. This specialized rankingprofiles schools that incorporate socialand environmental issues into the fabricof their MBA programs.

Busy season for Institutefor EntrepreneurshipOn October 19 the Business FamiliesCentre, launched by the Institute forEntrepreneurship (IFE) in May, hosted aworkshop celebrating Family Business

Week in partnership with the CanadianAssociation of Family Enterprise. Underthe leadership of David Simpson, MBA‘88, the Centre is focused on enhancingfamily business management. In Cana-da, family-owned enterprises produce45 per cent of GDP, create nearly 70 percent of new jobs, and employ 50 per centof the workforce. "The Centre's forma-tion is recognition of the positive andpervasive effect that family enterpriseshave," says Simpson. "We want to begina new chapter of discussion, researchand support in this area."

The following day, IFE hosted theEntrepreneurial Cognition Conference atSpencer Conference Centre. The confer-ence attracted 35 experts from Ivey andaround the world to explore how entrepre-neurs make decisions and build the knowl-edge sets they need to be successful.

On November 24, the First Annual IveyAlumni Entrepreneurial Gathering washeld in Toronto. Bill Di Nardo, HBA ’91,founder and former President and CEO ofGrocery Gateway Inc., was the keynotespeaker. Ivey student Colin McDougall,MBA ’06 Candidate, of Thunderball, andLisa Shepherd, HBA ’95, MBA ’02, Presidentand CEO of Mezzanine Consulting, alsospoke about their businesses. Despiteunseasonably wintry weather, the eventattracted 35 alumni and students.

The IFE is looking for partners to pro-vide summer internship opportunities forthe Certificate in Entrepreneurship. If youor your entrepreneurial company canoffer an Ivey student a summer intern-ship, or help in any way, please call EricMorse or Sarah Buck (519) 661-4221.

Faculty receive alumnisupported awardsThanks to donations from the classesof MBA ’79 and HBA ’74, the Schoolawards Tenured Faculty Research MeritAwards each year to top professorswho have demonstrated exceptionalresearch productivity. This year’s hon-ourees are:

< Paul Beamish• Tima Bansal • Mary Crossan• Niraj Dawar• Joerg Dietz• Gerard Seijts

The support of Rosalind Ivey, HBA’82, and Scott Cooper, HBA ’82, led tothe creation of the Ivey Teaching Inno-vation Award, which recognizes teach-ing excellence and innovative curricu-lum and program contributions. The2005 honorees are Michael Pearce andGerard Seijts.

Congratulations to all.

Rudy Giuliani to speak at IveyFollowing on the success of last year’sIvey Builds project, MBA studentsare planning another major confer-ence for April 21, 2006. This time thetheme is crisis leadership, and RudyGiuliani, Mayor of New York during the9/11 crisis, will lead a line-up of out-standing speakers.

Ivey Builds 2006 will also include aGlobal Case Simulation competition.Three-person teams from the world’stop ten business schools will be invit-ed to participate in a 12-hour real-time simulation of crisis in a globalbusiness.

Luzius Wirth, MBA ’06 Candidate,President of Ivey Builds, says the stu-dent-run initiative has several goals.“It’s a big project that integrates peoplewithin the School, and builds the brandoutside the School,” he says. “At the endof the day, it enriches the Ivey experi-ence, and is proof of the quality andspirit of Ivey’s student body.”

The Ivey Builds team is seeking spon-sors to support both the conference andcase competition. Alumni are also wel-come to attend the conference: tickets areavailable through www.iveybuilds.com.See ad on page 13 for more details.

FROM LEFT TO RIGHT: MALIA GOSSET, CAFE;DAVID SIMPSON, MBA '88, EXECUTIVE DIRECTOR,BUSINESS FAMILIES CENTRE, IVEY BUSINESS SCHOOL; MARK CATOR, CARDINAL MEATS; LYNNECRAM, ELLIS DON CONSTRUCTION; RICHARD COSTLEY-WHITE, EMBA '04, THE BLACKBURNGROUP; LUANNA MCGOWAN, PRICEWATERHOUSECOOPERS; DAVID BENTALL, NEXT STEPADVISORS, KEYNOTE SPEAKER AT EVENT; MIKE THOMPSON, FORMERLY RICHARDSON FOODS

Doing BusinessThe School in the World

PHOT

O:(B

OTTO

M) M

ATTH

EW C

LARK

E

For the most up-to-date news at Ivey, check www.ivey.ca/media


Business leaders,students explore competitiveness challengeLeading Canadian thinkers from busi-ness, academia, and government cametogether in November for a Roundtablehosted by Ivey’s Lawrence National Cen-tre for Policy and Management. The con-ference focused on the challenges Cana-da faces in a changing and increasinglycompetitive global environment, partic-ularly from emerging economic powerssuch as China and India.

The event was held over two days atthe TSX Broadcast & Conference Centre inthe heart of Toronto’s financial district.The Lawrence Distinguished Lecture inPolicy and Management was launchedwith an address by Michael Sabia, Presi-

dent & CEO of Bell Canada Enterprises.Mr. Sabia talked about the need for Cana-da to develop a new public policy consen-sus around national priorities.

The Roundtable included Jack Mintz,President & CEO of the C.D. Howe Insti-tute, Dominic D’Alessandro, Presidentand CEO of Manulife Financial; W.Edmund Clark, President and CEO of TDBank Financial Group; and Jeffrey M. Lip-ton, President and CEO of NOVA Chemi-cals. The Roundtable focused on issuesof productivity under the theme Meet-ing the Competitiveness Challenge: Sur-viving and Winning in a TransformingGlobal Economy.

About 50 business leaders and 60 IveyHBA and MBA students attended theevent. ”I was very proud of our students,

whose questionswere knowledge-able and visionary,”says Dianne Cun-ningham, Directorof the LawrenceCentre. “The Centreoffers one moreway for the School

to provide students with a relevant andfocused environment to advance theireducation.”The event served as a nationalforum for more than 50 business, govern-ment and academic leaders to discusssound public policy aimed at building amore competitive Canada.

The Lawrence Centre is planning aspring conference on energy policy, witha focus on alternate fuels such as hydrogen.

For more information, contact DianneCunningham at [email protected]

5

I v e y I n T o u c h M a g a z i n e | W i n t e r 2 0 0 6

Ivey women among Canada’s most powerfulThe Ivey Business School is well represented among Canada’s top women. The 3rd annual Canada’s Most Powerful Women:Top 100 awards counted seven Ivey women among its honorees, including Dean Carol Stephenson. The prestigious event washeld at Toronto’s Westin Harbour Castle Hotel in November, with more than 600 executives and future leaders in attendance,including 50 Ivey students.

Carol Stephenson was named in the category of“Champions.” Barbara Stymiest, HBA ’78, Sylvia Chromin-ska, HBA ’75, Lisa Colnett, MBA ’81, and Elizabeth Del-bianco, EMBA ’97, were named in the “Corporate Execu-tives” category, Madeleine Paquin, HBA ’84, in the “Entre-preneurs” category, and faculty member Dr. Kellie Leitchin the “Professionals” category. Barbara Stymiest, RBCFinancial Group’s Chief Operating Officer, delivered thekeynote address.

Canada’s Most Powerful Women: Top 100 is an initiativeof the Women’s Executive Network (WXN), founded byPamela Jeffery, HBA ’84, MBA ’88. WXN is the country’sleading organization dedicated to the advancement andrecognition of executive minded women in the workplace.

DISCUSSINGCOMPETITIVENESS: (L-R)DR. JACK MINTZ, JEFFREYM. LIPTON, TOMD’AQUINO (STANDING),W. EDMUND CLARK,DOMINIC D’ALESSANDRO.

HBAs HOST THE WORLD From March 15 to 18, 2006, Ivey willbe hosting the 17th Annual Scotia-bank International Case Competi-tion. The largest international un-dergraduate case competition inNorth America, the Competitionwill welcome 12 teams from promi-nent undergraduate businessschools around the world.Don't miss the opportunity towatch the business leaders of to-morrow in action today. For moreinformation please visithttp://groups.ivey.uwo.ca/sicc2006

POWERFUL CANADIAN WOMEN (L TO R) DIANNE CUNNINGHAM, DIRECTOR,LAWRENCE NATIONAL CENTRE FOR POLICY AND MANAGEMENT, DEAN CAROLSTEPHENSON, MONICA TANG, HBA ’06 CANDIDATE, BECKY FAVELYUKIS, HBA’06 CANDIDATE, AND ALISON KONRAD, PROFESSOR OF ORGANIZATIONALBEHAVIOR, CORUS ENTERTAINMENT CHAIR IN WOMEN IN MANAGEMENT.

For the most up-to-date news at Ivey, check www.ivey.ca/media

PHOT

O:(T

OP) S

TEVE

MAR

TIN


by Terri GartonOn November 15, over 400 senior busi-ness leaders gathered in Toronto to hon-our Peter Godsoe, former Chairman andCEO of Scotiabank, with the 2005 IveyBusiness Leader Award.

The event, co-chaired by Barbara Wilkes,HBA ’74, MBA ’76, President BoardSafe Inc.,and Gilles Ouellette, HBA ’69, MBA ’70,President and Chief Executive Officer, Pri-vate Client Group, BMO Financial Groupand Deputy Chair, BMO Nesbitt Burns, wasa resounding success and raised over$150,000. Funds from this event supportthe Toronto Ivey Alumni Association Facul-ty Fellowship in Leadership received byProfessor Fernando Olivera, and two IveyAlumni Association International StudentAwards, currently supporting Aditya Sun-daram, MBA 2007 Candidate and YanchunZhu, MBA 2006 Candidate.

Peter Godsoe joined The Bank of Nova

Scotia in 1966 as a teller trainee. He servedin Toronto, Montreal and New York, risingthrough various positions in international,corporate and investment banking to be-come Vice Chairman of the Board in 1982.He was named President and Chief Oper-ating Officer in 1992, Chief Executive Offi-cer in 1993 and Chairman in 1995 until hisretirement in December 2003.

Mr. Godsoe led the bank as it grew frombeing the smallest of the Big Five banks inCanada to the number two position. Thebank currently has more than $300 billionin assets. Under his leadership, the bankgrew both domestically and internationallyand benefited from his sharp intellect andexceptional strategic and managerial skills.

Mr. Godsoe is the Chairman of SobeysInc. and Fairmont Hotels & Resorts Inc.He is a director of Barrick Gold Corpora-tion, Ingersoll-Rand Company Limited,Lonmin PLC, Onex Corporation, Rogers PH

OTOS

:RIC

HARD

BEL

L & A

SSOC

IATE

S

BUSINESS LEADERAWARD 2005

1. 2005 BUSINESS LEADER AWARD RECIPIENT - PETER GODSOE, FORMER CHAIRMAN AND CEOSCOTIABANK 2. DEAN CAROL STEPHENSON 3. PRESENTING PETER GODSOE WITH AWARD – GILLES OUELLETTE, HBA ’69, MBA ’70 AND BARBARA WILKES, HBA ’74, MBA ’764. SIDNEY ROBINSON, RICHARD W. IVEY, HBA ’72, LARRY WYNANT, MBA ’72, DEAN CAROL STEPHENSON 5. CHEQUE PRESENTATION TO DEAN CAROL STEPHENSON BY CO-CHAIRS GILLES OUELLETTE, HBA ’69, MBA ’70 AND BARBARA WILKES, HBA ’74, MBA ’76

1.

2.

3.


Communications Inc. and TempletonEmerging Markets Investment Trust PLC.In addition, he is a Vice Chairman of theAtlantic Institute for Market Research anda director of a number of non-profit or-ganizations including the CanadianCouncil of Christians & Jews and MountSinai Hospital.

On behalf of the Canadian businesscommunity and the Richard Ivey School

of Business, the Ivey Alumni Associa-tion/Toronto salutes the dedication, cre-ativity, vision and community spirit thathave made Peter Godsoe the respectedbusinessman that he is today.

Created in 1991 by the Ivey Alumni As-sociation/Toronto, the Ivey BusinessLeader Award honours an individual ororganization that has made a significantcontribution to the advancement of busi-

ness leadership in Canada, and reflectsthe world-class ideals of the Ivey Busi-ness School. Appreciation goes to allof the sponsors who made this event asuccess as well as the Ivey faculty andstaff, and Toronto volunteers who sup-ported this wonderful event! For a com-plete list of previous recipients of theBusiness Leader Award please go towww.ivey.ca/alumni/businessleader.htm


4.

5.

Abbott Research & Consulting

Acrobat Research Ltd.

Action International

Andante Concierge Service

BGA Tax Specialists

Broadplay

Constructive Media Inc.

Crowne Holt & Associates

Green Acres Day Camp Inc.

Harry Rosen Inc.

International Club Network

Jeffrey Allan & Associates Inc.

Legacy Systems International Inc.

Liaison College of Culinary Arts

Sleep Country Canada

Smedmor & Associates

Spin Master Ltd.

Turco-Persian Rug Co. Ltd.

Wojcinski & Associates Ltd.

International Club Network

Ivey Builds – MBA Association,

Richard Ivey School of Business

Thank you!Thank you to the following companies, owned by Iveyalumni, who donated gifts to the inaugural Ivey AlumniBusiness Leader Dinner Silent Auction


Powered by the Ivey Network: A conversation withPatrick Crowley, HBA ’74, ChairIvey Alumni Association

InTouch:The IAA recent-ly launched a new strat-egy.What was its gene-sis? Crowley: It startedwith the establishmentof a vision for the Asso-

ciation, under the leadership of KevinYousie.The vision is “to be recognized as oneof the most strongly connected, active andsuccessful business school alumni associa-tions in the world within the next fiveyears.” Establishing the vision was animportant step – it clarified our directionsand provided focus.When I became Chair, itwas clear the next step was to develop astrategy to deliver on the vision.

InTouch: How did you go about develop-ing the strategy? Crowley: The ExecutiveCommittee of the Board had several meet-ings, including a weekend retreat at theWettlaufer Centre, and we developed aframework. Then in May the whole Boardspent a full meeting developing, finalizingand confirming the document.

InTouch: The first pillar of the strategy is“Fostering Alumni Community Connectivi-ty.” What is the thinking behind that?Crowley: As an association, our role is tofoster the growth of high quality relation-ships that will strengthen the Ivey alumninetwork, and be a key strategic point of dif-ference in the crowded business schoolmarketplace. We already have a uniquenetwork that no other business school inCanada has, and that positions us well toattract top students. We are doing a goodjob through initiatives like our chapter

events, Homecoming, and InTouch maga-zine. Now we’re looking for new opportuni-ties to add value, such as the Ivey AlumniBusiness Directory (see article on page 10),web-based solutions to facilitate alumni-to-alumni communication, and strength-ening the class liaison program.

InTouch: What’s behind the second pil-lar, “Establishing Clear Expectations ofAlumni”? Crowley:The concept here is thatbeing a member of the Ivey alumni net-work is an honour and a privilege, but alsoa responsibility that comes with certainobligations – for example, to recruit at theschool, to make personal connectionsamong fellow alumni, to make financialcontributions, and to serve as ambas-sadors and grassroots advocates. We wantto introduce students to these expecta-tions from the time they enter the School,and continue to reinforce the message(see article next page).

InTouch: And what about the third pil-lar,“Representing the Voice of the Alumni”?Crowley: We want to ensure that theBoard’s efforts are representative of theperspectives of the broader alumni group,and that our focus stays on high-leveragealumni opportunities. We want to be theauthoritative voice of the alumni withinthe School, expressing their opinions onthe School’s direction.

InTouch: At Homecoming you intro-duced a new icon and tagline,“Powered bythe Ivey Network.” Why? Crowley: It’simportant for the Ivey network to have anidentity, and to be recognized as one of themost important benefits that the Schooloffers as a result of its long history in man-agement education. I liken it to the Mus-keteers – it’s ‘one for all, all for one!’ TheIvey network is an important differentiatorfor the School, and the icon is designed toreinforce that message.

InTouch: How will you know you areachieving your vision? Crowley: Each of ourtask forces and committees is establishingquantitative measures of success. We arealso committed to surveying all our alumnievery two years to get feedback on what’sworking and what isn’t, then realigningactivities in response to the feedback.

InTouch:What can alumni do to supportthe new strategy? Crowley: Get involved.We have 18,000 alumni – just think of theopportunities if all of them became active-ly involved!

8

YOU ASKED:WE ANSWEREDA sample of the frequentlyasked questions about Ivey’snew strategy by alumni

Q: What will happen to the MBA Direct program?A: We realize the MBA Directprogram is an important featurefor HBA students. A task force

has been established, and we are currently investigating options for how this might fitwith the new MBA program. Wewould like to remind all HBA graduates that the current MBADirect program has one moreentrance in September 2006.For more information, please contact the MBA Program Services department.

Q: How will the MBA Associationoperate with two MBA entry points each academic year?A: Student life outside the classroom is a critical part of boththe HBA and MBA experience.We need to ensure it remains ahighlight of the learning experienceat Ivey. The MBAA is working with the School and has visited anumber of schools in Europe whohave one-year programs to see how they maintain a strong culture of student experience.

Q: How do alumni promotea 12-month MBA program

when they haven’t experienced it?A: The MBA program has gonethrough many changes over theyears; however, the foundation ofthe Ivey MBA learning experienceremains the same – it is based on outstanding faculty, challengingpeers, an interactive learning experience and a close-knitcommunity. The new MBA programwill preserve and strengthen critical elements such as learningteams, 48-hour reports and theClient Field Project (policy projects)that alumni so highly value andfondly remember.

Alumni in ActionThrough the Ivey Alumni Association, gradsbenefit from the Power of the Ivey Network

For a complete up-to-date listing of events in your area, visit www.ivey.ca/alumni/chapters.htm


9


Great ExpectationsThe Expectations Task Force clarifies how alumni canstrengthen the Ivey network

“We become members ofthe alumni communityfrom the moment weenter the School as stu-dents and it behooves us

to cultivate this network throughout ourcareers. The more we as alumni are con-nected to the School and fly the Ivey flag,the greater the alumni network assetbecomes – for alumni and for Ivey.”

That’s a small part of what Mark Longo,EMBA ’01 (photo above),Chair of the Expec-tations Task Force, said to incoming MBAstudents during an Orientation Week eventlast September. Longo and his colleagueson the Task Force were charged with bring-ing to life one of the pillars of the new IveyAlumni Association strategy – “Fostering aCulture of Alumni Commitment.”

The Task Force members developed asuccinct one-page statement of “Expecta-

tions for Ivey Alumni” that clarifies theroles graduates can play within the Schooland the Alumni Association. “People aresearching for ways to stay connected toIvey,” says Longo, “but they want to knowhow to get involved and what is an appro-priate level of contribution. These guide-lines will fill in some of the blanks.”

The four Expectations are:• Uphold Ivey Principles• Think Ivey First• Be an Ivey Ambassador• Give BackThe first pillar is captured,Longo says, in

the highly successful Ivey Ring.“Think IveyFirst” refers to the idea that Ivey alumnishould consider doing business with oneanother or the School whenever possible.Being an Ivey ambassador means promot-ing the School with social and businesscontacts, recruiting promising students,and referring people to Ivey ExecutiveDevelopment and other programs.

Obviously the “Give Back”pillar can referto financial contributions, but Longo says itgoes far beyond writing a cheque.“We want

to make it clear that from the Alumni Asso-ciation’s perspective, there are many contri-butions you can make,such as recommend-ing case studies, or taking a leadership roleor attending chapter events, that don’tinvolve a financial commitment,” he says.

The students Longo spoke to in Sep-tember were enthusiastic about theExpectations, and the 40-member AlumniAssociation Board of Directors approvedthe document unanimously. From now on,students will be introduced to the conceptat the time of their acceptance at Ivey, andthe message will be reinforced throughouttheir time at the School.

Expectations are an important way tostrengthen and enhance the Ivey brand,Longo says. “The more we communicatethese expectations and our alumni livethem, the more we will increase our com-petitive advantage over other schoolsthrough the Ivey network.

To find out more, check out the alumniwebsite at www.ivey.uwo.ca/alumni, orcontact Terri Garton at [email protected] or519-661-3729.


When Richard W. Ivey, HBA ’72, neededsome consulting work done, he called onfellow Ivey graduate Kevin Yousie, HBA’77, MBA ’80. “It just made sense,” saysIvey. “I knew we would have a similarapproach and values. And of course Kevindid a tremendous job. Why would I goanywhere else when I have access to theSchool’s network?”

Stories like this are repeated dozensof times every business day across Cana-da and around the world. The Ivey net-work is recognized as one of the School’smost powerful and valuable assets. NowPaul Smith, HBA ’75, a member of theIvey Alumni Association’s Board of Direc-tors Traditions Committee, is champi-oning a project that will make the net-work work even better.

The Ivey Alumni Business Directory isan online database of Ivey alumni, avail-

able only to alumni and searchable byindustry, city, province/state and coun-try. Smith believes it’s time for alumnito realize its full potential. “We all wantto do business,” he says. “What we’resaying is, ‘Let’s call on our Ivey familymembers first.’”

For graduates looking to purchasegoods or services, the Directory is asource of potential suppliers. For gradu-ates, it’s a source of potential cus-tomers, clients and employers. Not

every alumni contact will result in adeal but Smith believes it’s a good placeto start. “We’re saying it’s okay toapproach people from Ivey for businessactivities,” says Smith. “The ‘Ivey First’ethos is something we’re going to instilas a tradition in the community.”

It’s important, Smith recognizes, thatthe Directory is used in a “proper andprofessional way.” Ivey professors and

Ivey Alumni Business Directory Redux• A professional networking tool exclu-sive to Ivey graduates• Based on the “Think Ivey First” philosophy• Not a sales club• Students trained to use itin a “proper and professional manner”

Think Ivey FirstThe Ivey Alumni Business Directory helps grads do business with one another

• Builds the Ivey brand• Point of differentiation with otherbusiness schools • Demonstrates the power of the Ivey network

»



senior alumni will help train students inits use. The Committee will also commu-nicate with existing alumni about thebest ways to use the Directory.

There are plans to create a printed ref-erence book available to graduates whoprefer to do their research the old-fash-ioned way.

This project, like others born out ofthe new Alumni Association strategy,helps to strengthen the Ivey brand andattract outstanding students to theSchool. “This is a big point of differentia-tion,” says Smith. “When somebody getsinto Ivey, they automatically becomepart of the powerful Ivey network.Nobody else can say that.”

Dean Carol Stephenson agrees. “Noother Canadian business school has anetwork like ours,” she says. “It’s a‘secret weapon’ that Ivey graduatescarry with them for the rest of theircareers. And now it will be more acces-sible than ever.”

Alumni in the News• Michael Copeland, MBA ’99, wasnamed Chief Operating Officer of theCanadian Football League in January2006. Copeland moves to the CFL fromMolson, where he was director of mar-keting for the company’s national valuebrand portfolio.• Barbara Stymiest, HBA ’78, wasnamed to the international list of the“50 Most Powerful Women in Busi-ness” by Fortune Magazine. After fiveyears as CEO of the Toronto StockExchange, Stymiest became ChiefOperating Officer of RBC FinancialGroup in January 2005.• David Ganong, MBA ’70, was nameda Member of the Order of Canada inJune 2005. His citation described himas a “creative and visionary business-man” and a “model of integrity andaccountability in Canadian business.”• John Francis, HBA ’86, and hisfather Bill Francis recently sold thefamily firm, Trader Media, publisherof the Auto Trader weeklies inOntario, to Yellow Pages IncomeFund for $436 million. John will con-tinue to lead the business as a Yel-low Pages executive.

Hong Kong Alumni BuildSchool in China

The EMBA ’04 class at Ivey’s Hong Kongcampus raised HK$174,000 to build a pri-mary school in a remote area of China,and in November 2005, representatives ofthe class visited the new school.

The project, led by Benson Pau, MBA’04, included a charity dinner in December2003, and the “One Million Steps CharityHike” in June 2004.“It was tough to man-age our study, work and family plus thecharity events,” says Pau. “But with thepassion of our classmates and the collec-tive effort of the whole class, we made it!”

The School, named Mangdu VillageIvey Alumni Association Sowers HopeSchool, was built between January andSeptember 2005. Six representatives ofthe class -- Pau, Charity Au, Jody Cheung,Edwin Luk, Professor Kathleen Slaughter,Executive Director of Ivey Asia, and herhusband Ron Slaughter -- faced challeng-ing traveling conditions to visit the schoolin November. There were about 180 stu-dents in the school, including 76 who livein because their homes are too far awayto walk every day.

Says Pau: “We were all so thrilled andmoved to see the results of our charityinitiative and the kids who will benefitfrom it.”

Ivey and Google Team Up – An Evening at the Googleplex!The IAA/Silicon Valley Chapter in North-ern California was proud to havebrought the Ivey alumni a very specialevent in October! On October 11th,Brent Remai, MBA ’93, Ivey ChapterPresident and Sukhinder Singh Cassidy,HBA ’92, Vice-President at Google, host-ed the Chapter at the famous Google-plex in Mountain View, California.Sukhinder gave everyone an insider’sview of the world’s fastest growing andmost talked about company, Google,speaking about the history of the com-pany, the competitive landscape and Google’s future ‘highways to growth’. Thankyou to everyone who came out and made this night a huge success!

PHOTOS: (TOP) MARC PAVLOPOULOS,MBA ’05 AND GUEST SCOTT SLINKER.(LEFT) VIPUL REDEY, MBA ’98 AND GURINDERPARHAR, MBA ’92. (ABOVE) SUKHINDER SINGH CASSIDY, HBA ’92, VICE PRESIDENT,ASIA PACIFIC & LATIN AMERICA OPERATIONS,GOOGLE, INC.

PHOTO: (BACK ROW - L - R) DEXTER YOUNG(SOWERS ACTION), JODIE CHEUNG, HK EMBA ’04,MR. LI (YUNGDE OFFICIAL), EDWIN LUK, HK EMBA’04, MR. DUNG (YONGKANG EDUCATIONDEPARTMENT), CHARITY AU, HK EMBA ’04,BENSON PAU, HK EMBA ’04; (MIDDLE ROW - L - R)MR. YANG (HEADMASTER OF SCHOOL), MR. WU(YUNGDE OFFICIAL), PROF. KATHLEEN SLAUGHTER(IVEY-ASIA ASSOCIATE DEAN), RONALDSLAUGHTER, MR. XUE (LINCANG OFFICIAL), MR.OU (YUNGDE OFFICIAL); (FRONT ROW) PRIMARYSTUDENTS OF “MANGDU VILLAGE IVEY ALUMNIASSOCIATION SOWERS HOPE SCHOOL”

For a complete up-to-date listing of events in your area, visit www.ivey.ca/alumni/chapters.htm


12

4.

2.

5.

3.

6.

PHOT

OS:B

RIAN

PIC

KELL

HOMECOMING20051.

1. BOB MCCLELLAND, HBA ’55 RECEIVES A LIVE DEMONSTRATION OF THE SCHOOL’S WIRELESS NETWORK BYIVEY STUDENTS IN THE INTERNET CAFÉ 2. LARRY WYNANT, MBA ’72, ASSOCIATE DEAN, AND MICHAELZANDRI, MBA ’75 IN THE “WHO WANTS TO BE AN IVEY MILLIONAIRE” SEGMENT OF THE “EVENT IN THETENT.” 3. MBA ’00 ALUMNI CHEER FOR THEIR CLASS IN THE “EVENT IN THE TENT.” 4. BOB CROCKFORD,HBA ’70, JOHN HUMPHREY, HBA ’60, JOHN A. CRAIG, HBA ’70 & TIM MARLATT, HBA ’70, CATCH UP DURINGTHE SCHOOL TOURS 5. BARBARA LINDENBACH AND BRIAN FOSTER, HBA ’75 SHARE A LAUGH IN THESCHOOL’S INTERNET CAFÉ 6. DOUG SPEERS, MBA ’70 IS THE 2005 IVEY DISTINGUISHED SERVICE AWARDRECIPIENT. PRESENTING THE AWARD IS IAA CHAIR PATRICK CROWLEY, HBA ’74 AND DEAN STEPHENSON


13

7. DEAN CAROL STEPHENSON PRE-SENTS CHRIS GRAHAM, MBA ’80 OFVICTORIA, BC HIS IVEY 25-YEAR PIN.CHRIS IS CELEBRATING HIS REUNIONWITH HIS DAUGHTER 8. MBA ’80CLASSMATES, GARY LINDSAY OF GRANDBEND, ONTARIO, BILL CARRUTHERS OFWILLIAMS LAKE, BC, MILLER MACEWENOF VIDALIA, GEORGIA, AND ROGERPUTTOCK OF MILTON, ONTARIO –HAPPY TO REUNITE AT THE RETROREVIVAL DINNER AND DANCE 9. MBA’95 CLASSMATES AT THE RETRO REVIVALDINNER AND DANCE CELEBRATION,LONDON CONVENTION CENTRE 10. IAA CHAIR, PATRICK CROWLEY, HBA’74 AND DEAN STEPHENSON PRESENTTHE IVEY ALUMNI FACULTY SERVICEAWARD TO PROFESSOR JEFFREY GANDZ11. THOSE CELEBRATING MORE THAN50 YEARS SINCE GRADUATION JOINDEAN STEPHENSON FOR A SPECIALGOLDEN ALUMNI LUNCH AT SPENCERCONFERENCE CENTRE 12. REUNIONCLASSES OF 2005 PRESENT THE DEANWITH A CHEQUE FOR $1.3MILLION!SPECIAL THANKS GO OUT TO ALL CLASSORGANIZERS WHO MADE THIS GIFTAND EVENT POSSIBLE.


7.

8.

9.

10.

11.

12.


14

ChaptersAlumni Chapters develop meaningfulprograms and activities that provideopportunities for alumni in their areato network with one another and tostay in touch with the School.

A T L A N T I C C A N A D AJim White, HBA ’74, MBA ’75Senior Partner, How Lawrence White BowesPh: 902-798-5997 Fax: [email protected]/alumni/atlantic_canada.htm

B R I T I S H C O L U M B I ARob Attwell, MBA ’99 Consultant, Associated PressPh: 604-736-2460 [email protected] www.iveynetwork.ca/bc

I V E Y A L U M N I A S S O C I A T I O N /B C C H A P T E RBC hotline (Linda Metcalfe) Ph: 604-290-0880 [email protected]

C A L G A R Y, A BTerri GartonSenior Associate Director, Alumni RelationsRichard Ivey School of BusinessPh: 519-661-3729 Fax: [email protected]/alumni/calgary.htm

N O R T H E R N C A L I F O R N I ABrent Remai, MBA ’93Strategic Planning ManagerHewlett-Packard (Canada) Ltd.Ph: [email protected]/northerncalifornia

S O U T H E R N C A L I F O R N I ADon Anderson, MBA ’70Managing Director, Harvard Capital Co.Ph: 805-969-9339 Fax: [email protected]/southerncalifornia

H O N G K O N GRoss Chan, MBA ’03Senior Marketing ManagerPhilips Electronics Hong Kong Ltd.Ph: 852-2489-3084Fax: [email protected]/alumni/alumni_events

L O N D O N , U . K .Paul Heydon, HBA ’90, MBA ’99Managing Director, Unity CapitalPh: 7740-983-047 [email protected]/alumni/londonuk.htm

L O N D O N , O NFred Gallina, MBA ’04Vice-President, OperationsShawcor Ltd.Ph: 416-744-5556Fax: [email protected]/london

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

M O N T R E A L , P QRichard Quesnel, MBA ’00Investment Advisor, Private Client DivisionBMO Nesbitt BurnsPh: 514-428-0888 FFax: [email protected]/alumni/montreal.htm

N E W Y O R K , N YHussain Ali-Khan, MBA ’91Vice-President, Real Estate DevelopmentThe New York Times CompanyPh: 212-556-4539 Fax: [email protected]

René Krist, MBA ’93Managing PartnerFullSpectrum Leadership LLCPh: 716-745-7390Fax: [email protected]/newyork

O T T A W A , O NKen Alger, MBA ’00District VP, Retail Distribution TD Bank Financial GroupPh: 613-831-1136 Fax: [email protected]/alumni/ottawa.htm

S H A N G H A I , C H I N AMark Brown, MBA ’95Managing PartnerBBA ConsultingPh: 86 21 6412 [email protected]

S I N G A P O R EChet Choon Woon, MBA ’94Business Development, AkrooPh: [email protected]/alumni/singapore.htm

T O R O N T O , O NDave DeNoble, HBA ’99 Leasing AgentSmith Company Commercial Real EstatePh: 416-366-7741 Fax: [email protected]

Gail Rodwell-Simon, MBA ’96 Group Planning ManagerHudson’s Bay CompanyPh: [email protected]

I V E Y A L U M N I A S S O C I A T I O NT O R O N T O , O N C H A P T E R O F F I C E296 Jarvis Street, Unit 7Toronto, ON M5B 2C5Ph: 416-968-0207 Fax: [email protected]/toronto

Ambassador ProgramThe Ivey Ambassador Program consistsof enthusiastic and committed alumniand friends of the School who havedemonstrated leadership in geographicregions with smaller concentrations ofIvey alumni.

A F R I C AMavis MacCarthy, MBA ’[email protected]

A R I Z O N APaul Hawkins, MBA ’[email protected]

A T L A N T A , G ABill Robertson, MBA ’[email protected]

A U S T R A L I ADonna Bozowsky, MBA ’[email protected]

B A H A M A SAlec Wright, MBA ’72242-327-7701 [email protected]

B E I J I N G , C H I N ALinda Zhou, MBA ’0486-13-5011-15551 [email protected]

B E R M U D AAly Lalani, MBA ’82441-278-2075 [email protected]

Alumni ContactsFor general information, pleasecontact Terri Garton,Senior Associate Director,Alumni Relations [email protected]/alumni

For the most up-to-date listing of Chapters, check www.ivey.ca/alumni/chapters.htm


15

For the most up-to-date listing of Ambassadors, check www.ivey.ca/alumni/ambass.htm


B O S T O N , M AAndrew Fortier, HBA ’[email protected]

Jennifer von Briesen, MBA ’[email protected]

B R A Z I LCarlos Barbosa, MBA ’[email protected]

B U F F A L O , N YRené Krist, MBA ’[email protected]

C O L O R A D ORonald Singh, MBA ’[email protected]

E G Y P THany Bishr, MBA ’04 202-519-4002 [email protected]

F R A N C ERichard Laville, MBA ’8533-1-64-76-31-29rlaville.mba1985.ivey.ca

G E R M A N YSteven Otto, HBA ’[email protected]

G O L D C O A S T, F LGregory Korneluk, HBA ’[email protected]

H U N G A R YBela Gerlei, MBA ’01 [email protected]

I N D I A‘G.K.’ Krishnamurthy, MBA ’[email protected]

J A P A NGage Tanabe, MBA ’[email protected]

K E N YASaheel Shah, HBA ’[email protected]

K O R E ADaniel (Hyung Seok) Lee, MBA ’03 [email protected]

M A L AY S I A‘G.K.’ Krishnamurthy, MBA ’[email protected]

Sameer Raina, MBA ’[email protected]

M I A M I , F LJuan Deshon, HBA ’99305-238-3984 [email protected]

M I S S O U R IDennis Ayden, MBA ’[email protected]

M O S C O W , R U S S I APaul Burton, MBA ’[email protected]

T H E N E T H E R L A N D SBrenda Fischer-Campbell, MBA ’[email protected]

N E V A D AMaria Gudelis, HBA ’89, MBA ’[email protected]

N E W O R L E A N S , L ALiz Yager, HBA ’[email protected]

N I A G A R A R E G I O N , O NBill De Wolf, EMBA ’[email protected]

P A K I S T A NShamail Siddiqi, MBA ’[email protected]

T H E P H I L I P P I N E SSameer Raina, MBA ’[email protected]

P I T T S B U R G H , P AAnoop Sinha, EMBA ’[email protected]

P R A G U E , C Z E C H R E P U B L I C A N D S L O V A K I APaul Boucek, HBA ’[email protected]

R E P U B L I C O F Y E M E NNeil McCormick, HBA ’[email protected]

S E A T T L E , W AMarkus Foerster, MBA ’[email protected]

S O U T H C A R O L I N ATove Rasmussen, MBA ’[email protected]

S P A I NMike Lazarovits, HBA ’[email protected]

S T . L U C I ADouglas Rapier, MBA ’[email protected]

S U D B U R Y, O NColleen Gordon-Boyce, MBA ’[email protected]

S W E D E NPetra Randen, HBA ’00 [email protected]

T A I W A NNick Teo, MBA ’[email protected]

T R I N I D A DJeffrey Chung, MBA ’[email protected]

U K R A I N EGeoff Pollock, MBA ’02 [email protected]

U N I T E D A R A B E M I R A T E SAlykhan Alidina, HBA ’[email protected]

V I C T O R I A , B CChris Graham, MBA ’[email protected]

N O R T H E R N V I R G I N I AMarc and Lena Trudeau, MBA ’[email protected]@ivey.ca

W A S H I N G T O N , D CMarcelo Lessa, MBA ’[email protected]

W H I S T L E R , B CRandy Jang, MBA ’[email protected]

W I N D S O R , O N A N D D E T R O I T, M I R E G I O NSebastian De Meel, MBA ’01519-735-5057 [email protected]

Y E L L O W K N I F E , N W TLarry Adamson, HBA ’[email protected]


IVEY'S NEW STRATEGY,FOUNDED ON THE PRINCIPLE OF CROSS-ENTERPRISE LEADERSHIPTM,TURNS THE OLD IDEA OF A BUSINESS SCHOOL ON ITS HEAD. TH

INKI

NGBILLUSTRATION:STEPHANIE WUNDERLICH


BIG


18

In a complex, rapidly changing and in-creasingly global business world,leaders must be able see the big pic-ture, understand how strategy affectsevery part of the organization, andknow how to make things happen.Whether it’s a major acquisition, theintroduction of a new business mod-el, or a move into a new market, it’sessential to see both the forest andthe trees.

That’s the simple but powerful con-cept behind Ivey’s new strategic direc-tion, dubbed Cross-Enterprise Leader-ship. Announced in September 2005,Cross-Enterprise Leadership has beenreferred to as ‘a revolution in businesseducation.’ “The new strategy builds on

our traditional strengths,” says Profes-sor Mary Crossan, MBA ’85, PhD ’91.“But to take it the step further requiresa new orientation – you have to dothings very differently.”

Managing in a ComplexGlobal MarketplaceThe Cross-Enterprise Leadership ap-proach means breaking out of func-tional “silos” like marketing, operationsand finance, and understanding, actingand leading without borders. “For overa century business education has beenfunctionally based,” says ProfessorSteve Foerster, HBA ’81, Director of theMBA program. “At best, some programshave had some kind of capstone courseto integrate the different functions,when in fact the business world is allabout dealing with issues. Cross-En-terprise Leadership turns business ed-ucation on its side, starting with theissues, which cut across all the disci-plines.” Adds Mark Vandenbosch, HBA’84, Director of the HBA program: “Thisis consistent with the approach we’vealways had of doing things with a deci-sion focus – it’s taking the same sort ofthinking to a different level.”

The strategy was developed in re-sponse to changes in the competitiveenvironment for business schools. Adiverse task force of School facultyand staff worked with consultantsfrom McKinsey and Company to ana-lyze the changing landscape and col-lect input from key stakeholders, thendid some hard thinking about futuredirections. “It was a group for which

there were no sacred cows,” saysCrossan. “There were very diversepoints of view, yet I was constantlya m a z e d a t h o w w e l l t h e g r o u pworked together.”

Kicking the TiresCrossan admits she was skepticalabout Cross-Enterprise Leadership atfirst and “kicked the tires pretty hard.”A strong strategy, she says, is one thatis in demand and provides a sustain-able competitive advantage that can’tbe easily replicated by competitors. “Iwas quite delighted, and continue tobe more delighted as time goes on,”she says. “This approach has depth. Themore you work with it, the more youappreciate the depth.”

With Cross-Enterprise Leadership,Ivey will relinquish its traditional func-tion-based approach to teaching andresearch, and organize itself aroundbusiness issues or challenges. For ex-ample, within the new MBA programone key focus will be on mergers andacquisitions. Working with several fac-ulty members, students will explore theformation of a new company through amerger of operations in a number ofcountries. Rather than dealing with thefinancial aspects of merger in Financeclass, and the human resources chal-lenges in Organizational Behaviour,students will deal with the full com-plexity of the issue as it is experienced

This approach has depth.The more you work with it, themore you appreciate the depth.

PROF. MARYCROSSAN

Cross-Enterprise Leadershipturns business education on itsside, starting with the issues,which cut across all disciplines.

PROF. STEVE FOERSTER

“”

“”

FOREST AND TREESIVEY’S CROSS-ENTERPRISE LEADERSHIPTM

APPROACH WILL REVOLUTIONIZEBUSINESS EDUCATION, AND THE WAY ORGANIZATIONS WORK


19


by business leaders. “Issues and oppor-tunities don't come in functional box-es,” says Crossan. “Yet we’ve been train-ing people in functional capabilities,and as a result firms have had to dealwith issues from a functional perspec-tive. Now we’ll be creating an inventoryof people with the capacity for Cross-Enterprise Leadership.”

Re-shaping the MBAT h i s n e w p e r s p e c t i ve w i l l co l o u revery program the School offers, butthe immediate impact will be felt inthe MBA. Ivey's flagship program willmove from 20 months with a four-month break to 12 months, with in-takes in May and October. An intenseclass schedule will allow the newprogram to include 93% of the con-tact time in the current program. TheMBA wil l be delivered at SpencerConference Centre, currently used as

Ivey’s executive education centre.Says Foerster: “It’s a wonderful learn-ing environment.”

The curriculum will be organizedaround four modules: Developing yourleadership competencies; Developingbusiness skills and executing strate-gies; Competing successfully in a glob-al environment; and Excelling throughcross-enterprise leadership. It will bedelivered by a core of 17 dedicated fac-

ulty members, supplemented by othersteaching elective courses. A cross-en-terprise field project will give studentsthe opportunity to work on real-worldbusiness issues. Based around the casepedagogy, the MBA program will fea-ture a number of proprietary cross-en-terprise cases that will not be availablefor sale to other institutions.

The new program seems to be strik-ing a chord with prospective students."Sign-ins" at Ivey displays at major MBAfairs are up considerably from last year,and there's also been a substantial in-crease in online requests for informa-tion and class visitor opportunities.

The World's BestUndergraduate ProgramVandenbosch says Cross-EnterpriseLeadership principles will also be in-fused into the HBA program, althoughthe emphasis will remain on develop-ing basic business skills. "We'll beteaching cross-enterprise," he says.“The most important thing we give ourstudents is what I call business lifeskills - the capacity to analyze unstruc-tured data, identify problems and de-velop solutions, make and defend deci-sions, work in a team, and get a lot ofwork done in a short time. That will al-ways be what makes our studentsstand out from others."

In response to demand, the pro-gram will grow, becoming more geo-graphically diverse while continuingto attract high quality students. "Ourgoal," says Vandenbosch, "is to cre-ate the best undergraduate businessprogram in the world." Cross-Enter-prise Leadership will also become anintegral part of the School's Execu-tive MBA and Executive Developmentprograms.

Research with ImpactResearch, too, will change dramaticallyto align with the new strategy. Fournew centres will focus on cross-enter-prise issues: Building Sustainable Val-ue; Engaging Emerging Markets; Dri-ving Growth through Entrepreneurshipand Innovation; and Leading Cross-En-terprise. Crossan, who heads up theLeading Cross-Enterprise Centre, sayseach centre will have its own structureand approach, but all four will enhanceand leverage existing research, bringdiverse perspectives to bear on key is-sues, and look for ways to increase theimpact of research on business prac-tice. For example, in her Centre thereis talk of creating a web applicationthat embodies Ivey research on orga-nizational learning and knowledgemanagement, and making it availableto companies struggling with thesekey issues.

So far, the response to Cross-Enter-prise Leadership from the School'salumni has been enthusiastic. "When Ihear senior management talk aboutthe issues in their organizations, theirissues are not just about strategy -they're fundamentally about execu-tion," says Tim McDonald, HBA '81, MBA'88, President of A.T. Kearney Limited(Toronto). "Cross-Enterprise Leadershipis directly related to being able to makethings happen in organizations. That'sthe beauty of it."

Arkadi Kuhlmann, HBA '71, MBA '72,President and CEO of ING Direct USA andChair of the Ivey Advisory Board, puts itsuccinctly. "This is the kind of businessleadership capability that's been miss-ing,” he says. “With the introduction ofCross-Enterprise Leadership, Ivey gradu-ates will be able to solve issues that chal-lenge the entire organization."

Associate Dean Programs Prof. Larry Wynant, MBA ’72Associate Dean Faculty Development and Research Prof. Craig DunbarDirector MBA Program Prof. Steve Foerster, HBA ’81Director HBA Program Prof. Mark Vandenbosch, HBA ’84Director Building Sustainable Value Research Centre Prof. Tima BansalDirector Engaging Emerging Markets Centre Prof. Paul Beamish, HBA ’76, PhD ’85Director Driving Growth through Entrepreneurship and Innovation Centre Prof. Eric MorseDirector Leading Cross Enterprise Prof. Mary Crossan , MBA ’85, PhD ’91

CROSS-ENTERPRISE LEADERSHIP TEAM

Our goal is to create thebest undergraduate program in the world.

PROF. MARK VANDENBOSCH

“”


20

Years ago, veteran Canadian retailer Cana-dian Tire had a long-running marketingcampaign based on the tagline,“More thanjust tires.”

Unlike most marketing hyperbole, thephrase was probably an understatement.Canadian Tire is a store that defies catego-rization, with a range of merchandise fromdoor handles, hockey equipment andplumbing fixtures to coffee makers, canoesand patio furniture. For Pamela Griffith-Jones, it’s the perfect environment to pur-sue her passion for general management incomplex organizations.

Griffith-Jones decided on a career inbusiness after reading Peter Newman’sbook, The Canadian Establishment, whenshe was in Grade Nine.“I was fascinated bythe workings of business,”she says.“I start-ed reading Forbes magazine, and watch-ing the stock market. I guess I wasn’t a nor-mal high school student!”

After two years of general universitystudies, she says Ivey was like “finally arriv-ing.” She loved the real-world focus and in-tensity of the learning experience, andformed lasting friendships with her fellowstudents. The HBA program confirmed herlove of business, and introduced her to the“work hard, play hard” approach. Above all,her Ivey experience confirmed her belief inthe importance of being focused. “Havinggoals and setting plans around them gotme to Ivey, and it’s certainly been with methrough the years.”

After graduation, Griffith-Jones took ad-vantage of her dual citizenship – her fatherwas born in the U.K. – to work as a consul-tant in England for two years. On her re-turn, she completed the MBA Direct pro-gram, graduating into the tough jobmarket of the early 90s. Her goal was towork in strategy for a large company, butwhen the right job didn’t materialize, shewent back to consulting.Two years later, in1993, she joined Canadian Tire.

It was an inauspicious time to be part ofthe company, considered under threat with

PAMELA GRIFFITH-JONES, HBA ’87, MBA ’90,BELIEVES CROSS-ENTERPRISE LEADERSHIP ISESSENTIAL TO THE FUTURE OF CANADIAN TIRE

FLIGHT OF THEBUMBLE BEE


Walmart, Home Depot and other U.S.-based“big box”stores entering the Canadian mar-ketplace. Griffith-Jones saw the challengesbut was undeterred. “I’m not sure what itwas, but I had a gut level instinct that Cana-dian Tire was about to become somethingvery different,”she says.“I had a sense that Icould do something here.”

It turned out to be a good instinct.Griffith-Jones has thrived in the highlycompetitive and rapidly changing environ-ment. After five years in the strategy area,she moved into general management, ini-tially in the automotive area, then in sportsand outdoor recreation. Most recently sheassumed the role as Vice President ofLeisure. The division, responsible for about$2 billion in sales, includes sports, outdoorrecreation, lawn and garden, backyard liv-ing, seasonal décor and toys.

Griffith-Jones says the competitiveness ofthe early 90s remains,intensified by the blur-ring of lines within the retail industry.“Therewas a time when Loblaws was just food,andHome Depot was just home improvementproducts. Now everybody is in everybody

else’s backyard. It forces you to get really clearabout what you want to be good at.”

That’s tough in a company that shecompares to a bumblebee. “If you look atthe design of a bee, in theory it shouldn’tbe able to fly. If you look at Canadian Tire –with the mix of businesses and the com-plexities of the dealer network – you’d sayit shouldn’t fly either.” In this environment,the company has recognized Cross-Enter-prise Leadership as a critical need.

“Complex businesses rarely have singledimensional challenges,” says Griffith-Jones. “To execute effectively, they have tothink right through from marketing to fi-nance to supply chain to people.There isn’tjust one button you push.” She admits thatCanadian Tire hasn’t fully implemented across-enterprise approach, but the compa-ny has realized that in a hotly competitivemarketplace seeing the “big picture” couldbe very powerful, and not seeing it could bea serious disadvantage. General managersinstinctively think cross-functionally, shesays, but it’s a mindset that must be ap-plied at all levels.

In addition to realizing synergies withinthe Canadian Tire retail operation, Griffith-Jones says there are benefits to workingcollaboratively with other business units,such as Mark’s Work Wearhouse, the gasbar business, and the financial servicesgroup.“There’s an opportunity to leverageone another and operate as an integratedbusiness, but to do that effectively, youhave to break down the walls between thebusiness units.”

It was once unusual to find an MBAchoosing a career in the retail industry, butthat has changed along with the industry,says Griffith-Jones.“Retail is a hot spot now,and Canadian Tire is a good place to be.There aren’t too many firms in Canada do-ing $8 billion in sales that have the auton-omy to make their own decisions.”

For her, it’s an opportunity to do whatshe likes best,“managing big complex situ-ations” and leading a capable and commit-ted team.“I have a fun job,”she says.“Whatcould be more fun than dealing with bar-becues, hockey equipment and plants all onthe same day!”



22

There are many ways to develop the per-spective of a cross-enterprise leader. In TimHockey’s case, it came by holding 20 differ-ent jobs during his 22 years at TD CanadaTrust. Today, Hockey’s broad perspectiveserves him well as Group Head of PersonalBanking and Co-chair of the company.

Hockey started with Canada Trustwhen he was a student at Carleton Uni-versity. He was enrolled in Public Admin-istration, but quickly decided that he wasmore interested in the private sector andcrammed in as many business courses aspossible. In his second year of university,at the ripe old age of 20, he started asmall consulting business selling invest-ment advice to brokers. In fact, he hadjust landed his first major client when hewas interviewed for a job at CanadaTrust.“I was feeling quite proud of myselfand probably over-confident,” he says.“The person interviewing me hated me!”Fortunately, the branch assistant manag-er sat in on the interview and convincedthe interviewer to take a chance on him.Later he became good friends with boththe interviewer and the manager.

Hockey joined Canada Trust’s manage-ment training program. Over the nexttwo decades, he found himself working ina wide range of functional areas, fromcustomer service and marketing, to fi-nance and lending. “What I have lovedabout banking is the variety and range ofopportunities,” he says. “The constantshave been great people to work with, areally strong and healthy corporate cul-ture, and the chance to learn and to getgreat things done.”

In 1995, as a newly-minted AssistantVice President, Hockey decided to enrol inIvey’s Executive MBA program, attractedby the case method and the School’s rep-utation for turning out exceptional gen-eral managers. To his delight, he foundhimself “in a room with 55 other Type A’s,”thriving on the lively discourse withbright and accomplished fellow students. PH

OTO:

DW D

ORKE

N

TIM HOCKEY, EMBA ’97, HAS MULTI-FACETEDBUSINESS EXPERIENCE THAT MAKES HIM ABELIEVER IN IVEY’S NEW STRATEGIC DIRECTION

CROSS-ENTER-PRISE CAREER



He admits, however, that it wastough combining school with full-timework and a family. Now a strong propo-nent of balancing work and life, Hockeyfinds that his wife Lana (a Westerngrad) and two sons, now 11 and 13, keephim on track.

Two years after he graduated from theIvey program, Canada Trust was pur-chased by Toronto-Dominion Bank, andit looked as if Hockey’s career in bankingmight slow down. Fortunately, TD took aunique approach to the acquisition, see-ing it not only as an opportunity to gain astrong retail brand, but also to bring newblood into the executive team. Hockeyfound himself busier than ever, helping tolead “the most successful merger inCanadian history.” He points proudly tothe financial results: just prior to themerger, Canada Trust's profits were about$330 million, and six years later, TD Cana-da Trust made $1.7 billion.

In his current role, Hockey is responsi-ble for all personal banking, including1,000-plus branches, 30,000 employees,

Internet and phone banking services,mortgage, lending, credit card, bank ac-count and term deposit businesses, andall the back office functions that supportthem. His major focus is creating a trulycustomer-focused organization. “Canadi-ans don’t generally like their banksmuch,” he says wryly. “We think that TDCanada Trust has an opportunity to carveout a better service experience, andthat's something Canadians want.” Herecognizes that there are no easy fixes,and although service levels are at recordhighs, they are not where he would likethem. “Having great hours is one smallstep,” he says, “but there is much moreto be done. It takes time – this is amarathon, not a sprint.”

Hockey, a member of Ivey’s AdvisoryBoard, is a strong supporter of theSchool’s new Cross-Enterprise Leadershipapproach to business education. He at-tributes his division’s success – growthof 15% per year – to the highly integratednature of the organization. “It’s assumedthat people at my level have cross-enter-

prise skills, just to get the job done,” hesays. “But getting more junior peoplethinking more broadly about businesssuccess helps them develop faster.”

Hockey uses the example of a recentinitiative to illustrate his point. In earlyDecember, the bank distributed AppleiPods to 45,000 employees, to thankthem for an exceptional year. To ensurethe success of this apparently simple pro-ject, the manager in charge had to inter-act with virtually every department inthe bank and several outside organiza-tions, including Apple itself. “It’s a greatexample of why you want more peoplelower in the organization thinking broad-ly and realizing that you have to pull allthe pieces together,” he says.“It’s not justwhen you’re doing mergers and acquisi-tions and mega-deals.”

Cross-Enterprise Leadership has thepotential to strengthen Canada’s com-petitiveness, Hockey says. “If people getthis experience earlier in their careers, wewill simply grow better leaders – andCanada needs better leaders.”

The most importantbusiness deal?

Yours.

VANCOUVER CALGARY LONDON TORONTO OTTAWA MONTRÉAL QUÉBEC NEW YORK LONDON, UK

At McCarthy Tétrault, we treat every deal as the most

important one – because in the life of your business, it is.

With offices in every major financial centre in Canada, as

well as New York and London, offering you the breadth and

depth of experience in all areas of law and business,

McCarthy Tétrault is Canada’s premier law firm.


TIM GAYDA, HBA ’89, MANAGING DIRECTOR OF SPORT FOR THE 2010 VANCOUVER OLYMPIC AND PARALYMPIC GAMES.


REACHINGFOR THECOLOUREDRINGS

AS THE TURIN WINTER GAMESCOME TO AN END, CANADIANS ARE LOOKING FORWARD TO HOSTINGTHE WORLD AT THE NEXT GAMES IN VANCOUVER 2010. IVEY HAS A STRONG OLYMPIC TRADITION,WITH MANY HIGH-PERFORMANCEATHLETES AMONG OUR ALUMNI.IVEY GRADS ARE ALSO PLAYING KEYROLES IN THE 2010 GAMES AND THECANADIAN OLYMPIC MOVEMENT.PH

OTO:

KIM

STAL

LKN

ECHT


26

Crouched at the start of the semi-finalof the 110-metre hurdles at the 1984 LosAngeles Olympics, Jeff Glass knew hewasn’t expected to be among the firstfour runners to cross the finish line. Buthe also knew what the other runnerswere capable of, who would be runningfor fourth spot, and what he had to do toget there. At the end of the race, he divedheadlong for the finish line, qualifyingfor the final by one one-hundredth of asecond. “I was fairly certain I wasn’t div-ing to steal fifth place,” he says.

Glass grew up in London, Ontario,where his early interest in sport was nur-tured by the success of Western’s athleticteams. He got involved in track and fieldsimply because it was the best program inhis high school, coached by legendarysports figures Jane Peckham and DonYoung. He was also drawn by a sportwhere the stopwatch was the final word.“Track is brutally honest,” he says. “You’re‘mark to market’every practice, every race.”

An all-round athlete, Glass was onboth the national track and volleyballteams by the time he was in Grade 12.When he injured his shoulder the nextyear, the choice of which sport to pursuebecame easy.

The importance of good coaching wasone of the big lessons that Glass took fromhis early days in track and field. “Whenyou’re young and you see excellence, youlearn it doesn’t happen by accident,” hesays. “If you really want to achieve any-thing you need to seek out the best coach-ing. It was that same theory that drew meto the Ivey Business School.”

When Glass was accepted by Ivey, hewas training heavily for the Los AngelesOlympics, and the School agreed to deferhis first year. At Los Angeles he exceededhis goal of running in the semi-finals, andthere was no disappointment in finishingeighth. “It’s important to understand

what you can and can’t do,” he says.“You’re going to be a lot happier andmore successful in life and in business ifyou accept that some things aren’t possi-ble.” Placing fourth in the same race washis friend and teammate Mark McKoy,who won Olympic gold for Canada eightyears later in Barcelona.

Glass hoped to take another shot atthe Olympics, but an injury shortly be-fore the ’88 Games ended his chances. Inthe meantime, he pursued a law degreeat Western, then finished his HBA in 1989.Although Glass went on to practice law,he still stays in touch with many of hisIvey classmates.“The whole case methodlives or dies by the quality of the peoplein the class,” he says. “We were lucky --we really had a special group of people.We became very close. In fact, I act for anumber of them today.”

Glass practices with Blake, Cassels &Graydon LLP, where he is a senior part-ner in the Securities Group in its Torontooffice, specializing in corporate financeand mergers and acquisitions. Recog-nized as one of Canada’s leading corpo-

rate finance lawyers, he has advised on anumber of high profile domestic and in-ternational transactions, and is a con-tributing editor of Federated Press’ Cor-porate Governance Journal. Glass enjoysrunning his practice like a business.“Many people would be surprised toknow that even in the largest firms inthe country, the practice of law is veryentrepreneurial,” he says.

Glass says his business degree was goodtraining for a legal career.“At Ivey I learnedthat there are different ways to approachevery issue, and to anticipate that otherswill take a different view on the same facts.This discipline improves the type of prepa-ration I do on a day-to-day basis.”

With three daughters under the ageof five, Glass now confines his sportingactivities to golf and tennis. But thelessons he learned from a high perfor-mance athletic career have contributedto his professional success. “Successfulathletes focus on why things happen,”he says. “They try to take somethingaway from every result, to learn from it.

THE HIGHLIGHT OF HBA’89 ALUMNUS JEFF GLASS’S ATHLETIC CAREER CAME INTHE LOS ANGELES OLYMPICS

CLEARING THEHURDLES

CONTINUED ON PAGE 31 >>


27


When Tim Gayda’s fellow HBA studentswere interviewing for corporate jobs andworrying about their next career moves,his head was almost literally in the clouds.Now his obsession with the mountains ofwestern Canada is paying off handsomely.

Gayda fell in love with the Rockies as ateen, when he visited an older brother whowas working in Banff. Throughout his uni-versity career, he returned to Banff everysummer to work. An avid skier, he also tookup climbing and mountain biking.“It was mypassion,” he says. “The mountains were dri-ving me.” Instead of the more traditionalcorporate route,his first job after graduationfrom Ivey was with a heli-skiing company.

After a five-month hiatus during whichhe cycled from Beijing to Sri Lanka, Gaydadecided in 1991 that it was time for a “realjob.” “I realized that I loved sport, and it be-came a question of how I could make a liv-ing in it.” He moved to Vancouver and be-gan volunteering with companies thatmanaged sporting events. Eventually helanded a job with one of the top companies.

Organizing major events is a lot like run-ning a business,Gayda says.His Ivey trainingin HR, finance, marketing and other func-tions,and his ability to integrate across func-tions, came in handy on a daily basis.“In theevent business you have to wear a lot ofhats,so it really helps to have a broad base ofunderstanding in all aspects of business.”

As an event organizer, he helped puttogether mass participation runningevents, World Cup and World Champi-onship skiing events, the NFL AmericanBowl, and the Grey Cup, both in the cityand at Whistler. That positioned him well

for a job with the Vancouver 2010 BidCommittee in 2001, managing the sportvenue planning. When the bid was suc-cessful, he landed the job of ManagingDirector of Sport for the 2010 Olympicand Paralympic Games.“For an event guy,it doesn’t get any better,” he says. “TheGames are about as big as you can get.”

Gayda’s department manages all as-pects of sport including ensuring that the“field of play” is world class, and buildingteams to stage pre-Game test events. In thecase of Alpine skiing, that means ensuringthat the course is prepped for competition,safety features are in place, timing and scor-ing equipment is working and some 1,200volunteers are trained and managed. ButGayda’s ultimate goal is broader.“We wantto create the best experience for the ath-letes – ensuring that everything is in placeto allow them to compete at their best.”Tomake that happen, the Sport Departmentworks with other 2010 functional areas, ed-ucating people about the needs of athletes.

Currently people from Gayda’s depart-ment are working with the designers andproject managers of each sport venue,providing input into design and construc-tion. Another key responsibility is liaisingwith national and international sport or-

ganizations, including the InternationalSports Federation, the International Para-lympic Committee, and the InternationalOlympic Committee Sport Department.“There are a lot of stakeholders who needto be consulted,” says Gayda. “The morewe communicate, the better the productwe will deliver at the end of the day.”

Currently the chief challenge of thejob, he says, is dealing with the extraordi-nary rate of growth. The Vancouver Orga-nizing Committee currently has 150 em-ployees. The staff will double in size everyyear, until there are 1,500 employees,3,000 contractors and as many as 30,000volunteers. “It grows exponentially,” saysGayda,“and then right after the Games itgets turned off. There aren’t a lot of orga-nizations that work like that.”

Gayda admits that the success of Cana-da’s Olympic team will, to some extent, de-termine the success of the 2010 Games. Al-though not directly involved, his groupprovides support to the “Own the Podium2010” program, designed to help Canadabecome the #1 medal winner at the Games,and to place in the top three at the 2010Paralympic Games. Each sport associationhas identified the resources it needs to

PHOT

O:KI

M ST

ALLK

NEC

HT

INSIDE THEFIELD OF PLAY AS MANAGING DIRECTOROF SPORT FOR THE 2010VANCOUVER OLYMPIC ANDPARALYMPIC GAMES, TIMGAYDA, HBA ’89, WANTS TOPROVIDE THE BEST POSSIBLEEXPERIENCE FOR ATHLETES



28

When Brad Farrow was 15 years old his ju-do instructor competed for Canada in the1972 Munich Olympics. As Farrow watchedon TV, his mother remembers him saying,“I’m going to the Olympics too.” Four yearslater he did, placing fifth at Montreal.

Farrow grew up in Steveston, a Japan-ese Canadian fishing village in the south-west corner of Richmond, British Colum-bia. Judo was a strong local sport in thearea, and Farrow took naturally to an ac-tivity that combined passion, skill, andhard work. At age 17, Farrow won theCanadian men’s championship, a titlethat he owned for 10 of the next 11 years.

As Canadian champion, Farrow movedto Montreal to train with the nationalteam. He remembers the excitement ofcompeting in the ’76 Olympics before ahome crowd of 10,000 people. “Whenthey called out my name, a cheer wentup,” he remembers. “It gave me goosebumps, and I lost some of my concentra-tion in the first matches.”

After the Olympics Farrow continuedto train heavily in Montreal, and for atime in Japan. He was on the OlympicTeam that boycotted the games in 1980,and placed sixth in the Los AngelesOlympics in 1984.

While in Montreal he completed aBachelor of Science degree from Concor-dia University, and began teaching.When a friend suggested he think aboutdoing an MBA, he didn’t know what itwas. After investigating, he was attractedby the generalist nature of the program,and chose Ivey because of its reputation.

Although his rigorous training regimeprevented him from getting deeply in-volved in School activities, Farrow enjoyedthe students and professors. He stillkeeps in touch, and recently did a casewith John Heywood-Farmer about hiscompany, RLG International.

After completing his MBA, Farrow spent

two years with Nomura Securities, a Japan-ese company that specialized in interna-tional finance. He then got a call fromIvey’s career management department tosee if he was interested in a small 10-per-son firm in Vancouver that was looking forsome people to help them grow.

The company, RLG International Inc.,is a management consulting firm thatspecializes in performance coaching. Itnow has more than 100 consultants in-volved in projects all over the world. Ineach job, an RLG project manager workson the client’s site alongside the frontlineemployees. “We help them tweak thethings they do every day,” says Farrow,who is a managing partner and owner.“Sometimes marginal changes have hugeimpact on results.” In the early 90s Far-row saw an opportunity for the firm inoffshore drilling and production in Scot-land. He moved to Aberdeen in 1995 withhis wife and two children, then seven and10. He spent six wonderful years growingthe business and exploring Europe, be-fore returning to Calgary.

RLG serves many industries, includingmining, oil and gas, nuclear power, andaerospace. Farrow’s generalist training atIvey prepared him well for the challengesof performance coaching in a broadrange of settings. “At Ivey I learned howto ask the questions,” he says. “In ourbusiness the solution often comes from

the clients. The quality of the questionswe ask is as important that the ideas wecome up with.”

Farrow continues to coach judo whenhe can. He also applies the lessons helearned as an elite athlete to his profes-sional career. “The wonderful thing aboutjudo is its message to participate, do thebest you can, and not give up,” he says.“The lesson for me is that hard work ismore important than genius or brilliance.”

Like every athlete, Farrow has alsolearned that no-one is ever at the verytop for long.“Being the champion is a re-ally transient position – a single momentin time,” he says. “But being great isabout consistency and being there all thetime. Just as for an athlete, consistentperformance time and time again makesfor a great company.”

Throughout his sporting career, Far-row learned the value of teamwork. It’s avalue that’s at the heart of RLG’s philoso-phy. Although the firm’s consultants workindividually all over the world, they stayin touch and come together regularly forteam building events. “Judo is an individ-ual sport but you can’t excel if you don’thave a great team – partners you practiceand learn with,” he says. “It’s the samewith our company. Judo is a great modelfor me because it says that for anyoneon the team to be a star, he or she has tohave a great team to work with.”

TEAM PLAYERWORKING WITH OTHERSHELPED BRAD FARROW,MBA ’83, SUCCEED IN JUDOAND IN BUSINESS


29


In 1980 Gordon Peterson was one of Cana-da’s top divers, with a good chance ofmaking the team for the Moscow Sum-mer Games. When Canada decided toboycott the Games, Peterson felt hisOlympic dreams were over. As it turnedout, they were just beginning. Throughhis involvement in the Canadian OlympicCommittee and other governing bodies,Peterson has helped build the sport of div-ing and create an environment that pro-duces world-class athletes.

Peterson grew up in Pointe Claire,a suburbof Montreal known for its aquatic programs.“It was natural to gravitate toward the wa-ter,”he says. He started out swimming, thenmoved into diving.He chose Simon Fraser forhis undergraduate degree because it wasone of the few universities in Canada with adiving program. As a member of the nation-al team,Peterson relished the opportunity totravel to different parts of the world. “Basi-

cally we saw the pool,wesaw the airport and wesaw the hotel,” he says,“but I met people frommany different cultures,and that was a greatlearning experience.”

When Peterson en-rol led in the jo intMBA/LLB program atWestern, his intentionwas to go into busi-n e s s . W h i l e d o i n gthird-round interviewswith an investmentbank in New York, hefound himself on thewrong subway trainlate at night, surround-ed by intimidating fel-low passengers. “ Ithought to myself, ‘I’dhate to raise a familyi n t h e s e c i r c u m -stances,’ and decidedright then to stay in

Canada.”Having missed much of the Cana-dian recruitment season, he spent the yeararticling with a Toronto law firm, and dis-covered that the law was “much more in-teresting than I ever thought.” He wasplanning on staying in Toronto, but his wife,Mary Wilik, convinced him to return to Lon-don. After several years with a big law firm,he joined forces with Susan Carlyle to formCarlyle Peterson, where he has practicedcorporate and securities law since 1995.(Carlyle is a granddaughter of WalterThompson, former Dean of Ivey.)

After the disappointment of theMoscow boycott, Peterson continued to beinvolved in diving, first as a coach, then as ajudge. When Canada’s divers gave disap-pointing performances at the SeoulOlympics in 1988, some people felt thatgovernance problems were to blame. Atthe request of several national team divingcoaches, Peterson agreed to join the Board

of Diving Canada, where he used his facili-tation skills to heal some rifts. By the early90s, he was also involved with the AquaticFederation of Canada, the umbrella organi-zation for aquatic sports.

In 1992 the Canadian Olympic Commit-tee (COC) changed the requirements toqualify for the Olympics, requiring a “dis-tinct probability” of finishing among theworld’s top 16. When that new standarddisqualified a talented 16-year-old diver,Peterson advocated on her behalf. A sub-sequent lawsuit resulted in two youngdivers being named to the Barcelonateam. Unfortunately, the lawsuit souredthe atmosphere at the Olympic Gamesand the diving contingent was treated assecond-class members of the team. “Wewere supposed to be supporting theseathletes so they could perform to the bestof their ability,” says Peterson, “and wewere actually impeding their ability to per-form. That didn’t make any sense.” Theyoung athlete who sparked the controver-sy was Anne Montmigny, who went on towin two Olympic medals in 2000.

His involvement with the Montmignycase helped Peterson focus on the role ofthe COC.The COC’s mandate is to provide fi-nancial support, services and leadership tothe Canadian amateur high performancesport community, and foster athletic excel-lence.“The role of any governing body is toeliminate the excuses for non-perfor-mance,” he says. “There’s no magic to pro-ducing a top athlete – you need talent andyou need excellent coaching. But you alsohave to have equipment, facilities, and com-petition, and that’s where we can help.”

Peterson says his dual training at Iveyand in the Faculty of Law has helped himmake an impact on high-performance sportin Canada. “Law is very detail oriented,” hesays. “In business you have to see the bigpicture. But you also have to implement –and the devil is in the details.The fact that Ihave both perspectives really helps.”

RAISING THEBAR A LEADER IN CANADA’S OLYMPIC MOVEMENT, GORDON PETERSON,

MBA/LLB ’87, IS HELPING OUR ATHLETES REACH GREATER HEIGHTS

PHOT

O:JA

SON

SELIN

GER



Colin Hubling, HBA ’53, is enjoying retire-ment after a long and successful careeras a corporate executive. Stephen Lister,MBA ’85, is an entrepreneur who co-founded a Toronto-based merchant bank.

What do these men have in common?Two things. They both graduated fromthe Ivey Business School, and they bothbelieve passionately in the School’s mis-sion and its new strategy, based on theprinciple of Cross-Enterprise LeadershipTM.

Colin Hubling grew up in London On-tario, and decided in primary school thathe would attend what was then the West-ern Business School. He achieved his goal,spending the last two years of his univer-sity career at Goodholme, a mansion thathoused the HBA program in the early 50s.“A lot of us had no real insight of any sortinto the business world,” he remembers.“The program was very challenging andenlightening. By the time we were fin-ished, we felt we had some insight intohow things work, and felt quite confidentthat if we applied those insights andworked hard, we could succeed.”

And succeed he did, working with theFord Motor Company, General Motors,Westinghouse and Canada Post. He spentthe last 15 years of his career as presidentof Hubbell Canada Inc., an electrical man-ufacturing company.

His diverse career gave Hubling an ap-preciation for the strong grounding ingeneral management he had received atIvey. “Right from early in my career I wasa generalist,” he says.“I had to work withthe engineers, the financial people, hu-man resources, marketing, everyone.”

When Hubling first heard about Ivey’snew Cross-Enterprise Leadership strategy,he was immediately intrigued.“This makes

a lot of sense to me. It strikes a note ofpursuing excellence, and that’s a word thathas gotten lost in our educational system.”The more he learned, the better he likedthe concept.“It’s important to be a gener-alist,” he says, “but you also have to bepretty darn knowledgeable about each ofthe functional areas of the business, andhow each one can either contribute to op-portunities or cause problems.”

Hubling did more than just agree withthe School’s direction: he made his sup-port tangible.“It’s easy to sit on the side-lines, but if it’s something worthwhile,there’s some responsibility to support it.”He pledged $100,000 in support of thenew strategy.

Like Hubling, Stephen Lister creditsIvey with giving him a good start in hisbusiness career. He spent several years asan economist with the federal govern-ment before doing his MBA. “Ivey wasmy ticket into the private sector,” he

says. “It helped advance my career at acritical stage.”

After graduating from Ivey, Listerworked for several years as a consultant,then launched Startups Inc. to providefinancing and consulting to early-stagecompanies. In 1989 he co-founded Impe-rial Capital. He has since led or co-ledthe acquisition of several successfulplatform companies, and helped themgrow rapidly.

Lister, too, is excited about Ivey’s newdirection. “In the real world, when yousolve problems and act on opportuni-

30

Strategic Giving

Development

The Class of MBA ’85 andColin Hubling, HBA ’53, areamong many donors whoare excited about Ivey’snew strategic direction,and prepared to invest in it

COLIN HUBLING, HBA ’53, IS PASSIONATE ABOUTTHE SCHOOL’S NEW STRATEGY. (OPPOSITE)STEPHEN LISTER. MBA ’85

PHOT

O:JA

SON

SELIN

GER


ties, you deal with all aspects of the or-ganization, usually with teams of peo-ple drawn from all functional areas.People who have experience in seeingissues in a broader context are muchmore effective in leading these teams.Breadth of view is very valuable inyielding better outcomes.”

In preparation for their 20th reunion,

Lister and seven MBA ’85 classmates –Andy Chisholm, John Eckert, Gene Genin,Brian Heald, Maurice Hudon, Gene Stefanyshyn and Alexander Taylor –raised money for their class reunion gift.The first step for the committee mem-bers was to “lead by example” by makingsignificant gifts themselves. Next, theygot on the phone with their classmates,re-connecting them with the School andencouraging them to add their support.Together they raised over $450,000.

The class of MBA ’85 has designatedits gift to support the Cross-EnterpriseLeadership initiative. Lister says the mon-ey may be used to create new cross-enter-prise cases, and support coordinated re-search efforts. “This is very worthwhile,”he says.“The School is undergoing a majorstrategic change of direction, doing whatneeds to be done to keep it vibrant, cur-rent and at the forefront of managementeducation. It’s a big challenge and it re-quires resources to make it successful.”

Ultimately, Lister says, support forIvey is support for the future of Canadi-an business. “The School turns out a lotof entrepreneurs, as well as executives,and the multiplier for the economy isphenomenal. I’ve been fortunate to bequite successful in my business, so Ithought it was important to give backand make sure the next generation hasas good or better opportunities to suc-ceed as we did.”

Hubling agrees. He has an even morepersonal reason for being concernedabout Ivey’s future direction. In Septem-ber, his granddaughter started her firstyear at Western as part of Ivey’s Academ-ic Excellence Program, which guaranteesadmission to the HBA program.“She’s thekind of person the School needs – a self-starter who can’t accept anything shortof excellence,” he says proudly. “Whenyoung people like her get the right kindof coaching and inspiration at Ivey, theyare unstoppable.”


You really don’t want to show up at anevent wondering how you’re going todo. You have to know what you’re goingto be able to do on that given day andwhat the competition is likely to do.This kind of preparation translates wellinto any career.”

Athletes constantly measure their per-formance, particularly in sports like trackand field. This kind of thinking, too, canhelp you professionally, says Glass. “Ath-letes understand that you need to getbetter at what you do every day. Youmove forward or you move back. You winor you lose. You learn what it feels like towin, and that it feels a whole lot betterthan losing.”

In his COC role, Peterson has been in-volved in setting performance goals forCanada’s Olympic team. The bar has beenset high – the COC wants Canada to beamong the top three nations at the 2006Winter Games,and the top 16 nations at theSummer Olympics in 2008.The long-term vi-sion is to finish first in Vancouver in 2010.

Peterson believes that Canada’sOlympic team has turned a corner, andhe is confident that its stretch goals canbe achieved. “We’re in a very different po-sition than we were five years ago, with alot more funding available,” he says. “Butsuccess comes in small steps. You’ve gotto do the little things well in order toachieve the great things.”

>> JEFF GLASS CONTINUED FROM PAGE 26 >> GORD PETERSON CONTINUED FROM PAGE 29

>> TIM GAYDA CONTINUED FROM PAGE 27 sors and from young people getting intosport.“The biggest challenge,” he says,“isto keep the funding and the excitementfrom waning when the Games are over.”

Reflecting on his own unconventionalcareer path, Gayda has a word of advicefor young graduates thinking about theirfuture plans. “You don’t have to work atthe traditional corporations,” he says.“There are many different paths you cantake, but you have to find and followthem on your own.”

achieve the goal, and the Vancouver Orga-nizing Committee has raised half the mon-ey – $55 million. The federal governmenthas provided the remaining $55 million.Gayda says his group will play an impor-tant role by providing Canadian athleteswith access to the venues and courses –what he calls “home court advantage.”

Gayda believes the 2010 Games are al-ready stimulating more interest in sportin Canada – both from corporate spon-

Ivey Alumni withOlympic AffiliationsHAROLD BACKER, MBA ’90 1984 Los Angeles, 1988 Seoul,1992 Barcelona Games - Rowing

PETER BELL, MBA ’59 1964 Tokyo Games - Swimming Manager

STUART BRUCE, HBA ’95 1992 Barcelona Games - Sailing

CHUCK DALTON, BA ’50 1952 Helsinki Games - Basketball

HEATHER DAVIS, MBA ’05 2000 Sydney Games - Rowing

VIC EMERY, HBA ’55 1964 Innsbruck Games - Bobsleigh

BRAD FARROW, MBA ’83 1976 Montreal, 1980 Moscow*,1984 Los Angeles Games - Judo

RICH FERGUSON, MBA ’58 1952 Helsinki Games - Athletics

TIM GAYDA, HBA ’89 2010 Vancouver Games - Director of Sport

JEFF GLASS, HBA ’89 1984 Los Angeles Games - Athletics

LAMONT “MONTY” GORDON, HBA ’551964 Innsbruck Games - Bobsleigh

LINDA JACKSON, HBA ’84 1996 Atlanta Games - Cycling

SHARON LANE, MBA ’85 1980 Moscow* Games - Athletics

DAVID LEIGHTON, PROFESSOR EMERITUS 1988 CalgaryGames - Former President and CEO, Olympic GamesOrganizing Committee

MURRAY MCCAIG, MBA ’99 1992 Barcelona Games - Sailing

RAY MONNOT, HBA ’57 1960 Rome Games - Basketball

GORDON PETERSON, MBA/LLB ’87 Canadian OlympicCommittee (COC) member since 1993, represented the sport ofDiving on the COC Board since 1998

BOB PHIBBS, HBA ’49 1952 Helsinki Games - Basketball

BRUCE ROGERS, MBA ’82 1976 Montreal Games - Swimming

LARRY TAPP, FORMER IVEY DEAN Master Official at the1976 Montreal Games, Former member of the CanadianOlympic Association

*did not compete due to boycott

Every effort was made to ensure the accuracy of this list. If yourname was missed, please let us know at [email protected].

31


32

When Craig Dunbar was growing upin North York, Ontario, he happened tobe the youngest kid in the neighbour-hood, so when a game of ball or pondhockey was on, he was generally put innet . “Somebody had to be volun-teered,” he says. It turned out he was atalented goalie and became a tophockey player.

Dunbar, who became AssociateDean Faculty Development and Re-search at Ivey in 2004, is still beingvolunteered for challenging roles, andperforming them with exceptionalgrace and skill.

The son of an engineer, Dunbarplayed competitively with the MetroToronto Hockey League but ended upstudying engineering at the Universityof Toronto. His next step was a Mastersin Technology and Policy at the Massa-chusetts Institute of Technology (MIT).“I grew up as a Bruins and Red Sox fan,so Boston seemed like a great place togo,” he says with a grin. While there,he played on the MIT hockey team andworked as a student residence advisor.

Back in Toronto, he spent two yearsdoing public policy consulting before de-ciding to pursue his PhD at the SimonSchool at the University of Rochester. InRochester his focus changed to corpo-rate finance. His thesis focused on thepractice in investment banking of com-pensation through stock options. “Inabout 20 per cent of cases, firms giveinvestment banks ownership in the firm.It’s not a trivial activity, so I wanted tolook at why they would choose to do itand when it has a positive impact onthe company in the long term.”

It was during his PhD program that

Dunbar received some good advice.“One of my advisors told me to gowhere there are fewer people – whereyou’re more likely to be able to saysomething novel and unique.” He fol-lowed the advice, produced some in-novative work, and jumpstarted ahighly successful research career.

From Rochester he took up a facultyposition at the University of Pitts-burgh. A big factor, he insists, was thatthe hockey was good, with MarioLemieux on the ice for the Penguins. Infact, the small school and warm com-munity proved a supportive environ-ment in which to launch his academiccareer and start his family.

In 1997, Dunbar was ready for amove. Impressed by Ivey’s reputationand strengths in finance, he visitedthe School and watched Rob Klassen,MBA ’89, lead a lively case class. “I wasa real student of hairlines at thatpoint,” he says. “When I taught, the

heads were down most of the timeand the students weren’t engaged. Itwas exciting coming into an environ-ment where students are very activein the classroom.” He credits supportfrom his colleagues with helping himmake the adjustment to Ivey’s de-manding case study method. “At Iveyyour success isn’t defined by beingbetter than other faculty,” he says.“We al l help each other to be asstrong as possible.”

In 2003 he took over as area coordi-nator for Finance, then served as amember of the Curriculum ReviewCommittee, a major initiative that ledto significant changes in the MBA andHBA programs. When he was present-ed with the opportunity to step intothe Associate Dean role, he saw it as achance to have “some significant im-pact” on the School.

One of his key roles is supportingIvey’s large cohort of young professorsas they approach the “promotion andtenure” process, by which they becomepermanent members of the faculty.“It’s a very positive process,” says Dun-bar, “because individuals have an op-portunity to reflect on their contribu-tions to the school and the profession,but it’s also very labour-intensive.”

On the research side, he inherited astrong infrastructure and staff fromformer Associate Dean Paul Beamish,HBA ’76, PhD ’85. The fresh challengewill be supervising the birth of four re-search centres that have emerged fromthe School’s new strategy. “The centresare going to be great vehicles to makeour research program stronger, and theimpact greater,” he says. “It’s an excit-ing time to be thinking about researchstrategy and support.”

After a few years off the ice, Dunbarrediscovered hockey when he arrived

at Ivey and was invited by ProfessorChris Higgins to join a pick-up game.He also plays occasionally with MBAand HBA students, something he de-scribes as “a great way to connect andbe yourself.”

He says there is a connection be-tween the mindset of a goalie, and thatof an Associate Dean. And it’s not, he in-sists, the ability to take tough shots.“I’ve had a very positive experience hereand the people I work with are verysupportive – there have been no pucks!”But he says that being a goalie teachesyou to let go of mistakes and move on,keeping your focus sharp. “If you let in agoal, you can’t let yourself be rattled.Same with a Dean – when somethingdoesn’t go quite the way you’d like itto, you have to let it go and continuetrying to do the right things by peopleand for people.”

“I’ve had a very positive experience here and

the people I work with are very supportive.”

Proffile

In the CreaseCraig Dunbar’s experienceas a goalie keeps himfocused as Ivey’s AssociateDean of Faculty Development and Research


33


PHOT

O:JA

SON

SELIN

GER

PROFESSOR CRAIG DUNBAR,ASSOCIATE DEAN FACULTYDEVELOPMENT AND RESEARCH,KEEPS HIS HEAD IN THE GAMEON THE ICE AND AT IVEY.


When Harry Yeandle began hisHBA at the University of West-ern Ontario in 1930, tuition costabout $90 per year. Even so, hehad to work hard to earn themoney. Yeandle, who passedaway on October 27, 2004, cre-ated a $500,000 endowmentthrough his will to help futureIvey students meet the muchhigher cost of education today.“The cost of going to school isenormous now,” he said in

2003. “I thought this bursaryfund would be the most help-ful thing I could do.”

Yeandle’s class at Ivey hadjust 15 students, and the univer-sity itself was very small. “Yougot to meet people in all the fac-ulties, even the medical school,”he later recalled.“Walter Thomp-son, Phil Hensel and LloydSipherd were the professors –they were all fine men, but notmuch older than the students!”

In 1934 he moved to London,England, where he played hock-ey with a group of Canadiane x p a t r i a t e s c a l l e d t h eGrosvenor House Canadians.“There was no money in it,” heonce said, “but it was a lot offun.” The team toured acrossEurope, and at one point playeda game in front of AdolphHitler. He returned to his home-town of Stratford in 1938, andjoined the RCAF during WorldWar II. He served overseas from1942 to 1945, then spent a yearin London helping to reunite“war brides” with their Canadi-an sweethearts.

Returning to Canada in1946, he worked first at JackHood School Supplies, and laterwith Mountain, Mitchell lawfirm in downtown Stratford. Hewas very active in his commu-nity, as a member of St. JamesAnglican Church, the StratfordMasonic Lodge, the Stratford-on-Avon Shriners Club, and theMocha Temple, London. He andhis siblings were also enthusi-astic Stratford Festival fans and

supporters. He belonged to theStratford Country Club for morethan 50 years, only selling hisgolf clubs when he reached theage of 90.

Yeandle, a generous sup-porter of the School during hislifetime, once said, “I think allalumni should support theschool because it’s the num-ber one school in Canada andwe want to see it progressand develop.” He attendedHomecoming in 1997 to cele-brate his 65th reunion. Unfor-tunately he fell during the vis-it and broke his leg, missingsome of the events. In 2003,Dean Larry Tapp visited him athis Stratford home to mark his70th reunion.

“Mr. Yeandle’s gift is an ex-ample of wise and thoughtfulphilanthropy,” said Dean CarolStephenson when the donationwas received by the School.“The impact of his life andwork will continue in perpetu-ity, helping Ivey achieve its vi-sion and Ivey students developto their full potential.”

Ivey Lives RememberedHarry Yeandle, HBA ’32 1907-2004

Walter Biehn, HBA ’39

Donald Scott, HBA ’49

Harold Williams, DBA ’49

Stanley McGill, HBA ’50

Frank Senese, HBA ’51

Fred Aston, DBA ’52

Catherine Kuszmaniuk,HBA ’52

Jack Hern, HBA ’52

Martin Meech, DBA ’52

Douglas Tomlinson,HBA ’52

William Taylor, HBA ’54

Lloyd Raney, HBA ’56

John Sullivan,HBA ’59

Jack Dubasz, MBA ’60

Bruce Forster,HBA ’60

James Adams, HBA ’68

Peter Craig, Exec ’69

Walter Haig, MBA ’72

John D’Angelo,MBA ’82

Lisa Schatz, MBA ’93

Brian Kirkwood,Exec ’97

IN MEMORIAM

HARRY YEANDLE (CENTRE) WITH FORMER DIRECTOR OF DEVELOPMENT, ANGELA CHAPMAN AND FORMER IVEY DEAN,LARRY TAPP, AT THE STRATFORD COUNTRY CLUB IN 2002.



Last fall I had the amazing experience ofteaching at a university in Cambodia fortwo months. I hope my students learnedsomething from me. I know I learned agreat deal from the experience.

Cambodia is extremely poor – the av-erage person earns about US$280 peryear. Cambodia’s history is marked by vi-olence and genocide. It is estimated thatmore than two million people in a popu-lation of 13 million were killed during thebrutal Khmer Rouge regime in the late1970s. The population is overwhelminglyrural, and the country is virtually un-touched by Western culture. Many non-governmental organizations (NGOs) workin Cambodia, providing education andhealth care. It was through one of theseNGOs, the Australian Aid for CambodiaFund, that I found an opportunity toteach courses in International Manage-ment and Organizational Behaviour atthe country’s only rural university.

Arriving in the country’s capital, PhnomPenh, the culture shock was overwhelm-ing. When I moved on to a smaller city,Kampong Cham, where I was to teach, theeffect was intensified ten-fold. AlthoughI’d travelled a lot, I’d never spent time in acountry where the language, the food, andthe culture were so different. The hot, hu-mid weather, punctuated by short, intensebursts of rain, was also new to me. It tookme a week to find an Internet café. Whiletime and an open mind helped me adaptto the culture shock, it was the grindingpoverty, which I saw around me every day,that I couldn’t get used to.

At the university, I taught from 8 a.m.to 5 p.m., seven days a week. A translatorworked with me, often adding examplesand analogies to make my points under-

standable to a Cambodian audience. Tu-ition at the university is US $280 a year,putting it out of reach of most families.Very few students have cars; most de-pend on motorbikes or bicycles to getfrom their farms to class each day.

While I was in Cambodia, life was re-duced to the basics. I had nothing, andnor did the people around me. Yet theyseemed happy – my students and thepeople I met on the street were respect-ful, polite, interested and always smiling.

On my last night in Cambodia, I went in-to a favourite local pizza restaurant in Ph-nom Penh. The owner, a young Cambodianman, inquired about the cost of airfare toCanada, and I asked him if he was saving

up for a trip. At first he was puzzled: thereare virtually no banks in Cambodia and theconcept of saving is unfamiliar. Althoughsuccessful by the standards of his country,he has only about $30 left at the end ofeach month.We realized it would take himmore than a decade to save enough moneyfor a trip to Canada. Chances are, he’ll nev-er leave Cambodia.

When I got home, I experienced cul-ture shock in reverse. I couldn’t helpnoticing how caught up we are in ourmaterial possessions, and in the small in-conveniences and disappointments of ourprivileged lives. I had a new appreciation

for the choices and opportunities avail-able to Canadians that simply don’t existfor my students in Cambodia.

I realized, too, that it is possible to livehappily with less, and that the most im-portant things in life are not material. Ihope this realization will help me be moreflexible about my life choices, and morephilosophical about the stresses of every-day life. To me, it’s an important lesson,and I’ll go back to Cambodia as manytimes as I need to remember, and to live it.

Michael LeBoldus is a consultant at De-loitte in Toronto. The company wasstrongly supportive of Michael’s desire towork for an NGO in Cambodia.

54

Teaching and Learning in CambodiaBy Michael LeBoldus,HBA ’99, MBA ’03

Alumni Speak

“I realized that it is possible to live happily with less, and that the most

important things in life are not material.”

MICHAEL LEBOLDUS, HBA ’99 GAINSNEW PERSPECTIVE IN CAMBODIA

DO YOU HAVE SOMETHINGTO SAY about an issue that’sclose to your heart, anunusual experience or aninteresting idea? InTouchwelcomes submissions tothe Alumni Speak Column.This is your space to air your views – outrageous orotherwise – to trade ideas,or simply to share a goodstory with fellow graduates.For more information,please contact the Editor at [email protected].


Documents

Winter06 IT 8/23/06 3:02 PM Page 1 intouch · awards, conferences, case competi- ... Week in partnership with the Canadian Association of Family Enterprise. ... Edmund Clark, President