Articles from Tuck

Following the Leader

Q&A with Sydney Finkelstein, discusses social media, teaching executive and MBA students, the strength of the Tuck School of Business MBA program, and his upcoming book on leadership development.

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Postcards from Tuck: Scholarship Donors Play a Vital Role in Facilitating Minority Business Growth

So how did this entrepreneur in the construction industry grow her business from $3M to $13M in less than a year?

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Think Tank: Johnson and J.C. Penney: Anatomy of a Bad Fit

It is natural to attribute the success of a company to its ceo, and, by extension, to assume that this track record automatically comes with the leader to his or her new job. In reality, the context matters a lot. The generalizability of management skills is often overestimated.

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Tuck Alumni Connect Leaders on the Fast-Track to Executive Education

With Brooks Sports Inc. on the rise again, Chief Executive Officer Jim Weber, T'86, was looking for a way to help groom one of the company's rising young executives, David Bohan. One of the bestselling brands of running shoes during the jogging-crazed 1970s, Brooks fell on hard times in the 1980s before enjoying a recent resurgence that has helped grow revenues at 20 percent annually to about $400 million. To sustain growth at the Berkshire Hathaway Inc. unit in the years ahead, Weber saw a need to develop the company's top talent—and decided the Tuck Executive Program (TEP) was the best way to do that.

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Tuck Executive Program Profile: Bill Simpson, Hershey Entertainment & Resorts

When Bill Simpson was tapped for the executive vice president and chief operating officer's role at Hershey Entertainment & Resorts, the job came with the kind of request most business executives dream about: He was told to find any executive program that would benefit him personally and professionally.

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Upstream, Downstream in an Innovation Ecosystem

Airbus was the central player—the focal innovator—in a collaborative and interdependent arrangement that allowed it to combine the innovations of other firms, organizations, and regulators into a coherent, customerfacing solution that no single firm could create. "Innovation ecosystems" like this are the interest of professor Ron Adner, and his seminal research into their dynamics is paying off for the firms that use them

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A Whole New World for Cybersecurity

Tuck School of Business Professor Hans Brechbuhl discusses the increasing global threat of cyber attacks.

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The Strategic CFO

Senior financial officers have been hit with a one-two punch: first was the Sarbanes-Oxley Act of 2002; more recently, the economic downturn has significantly increased pressure to meet investor expectations. Some CFOs have risen to the challenge by assuming a newly important role in their company—that of a trusted advisor to the CEO. There’s only one problem: Raised on the certainty of numbers, many financial officers often lack the subtle communication and leadership skills necessary to negotiate and direct strategy. Tuck Executive Education has pioneered a solution: the Strategic Financial Leadership Program. Designed specifically for financial officers, the new program is open to individual participants or teams involved in developing, communicating, and leading strategy.

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Responsible Leadership: Tuck Weighs in

What are three responsibility factors that lead executives to reach either ethical fame or failure? Tuck’s Dean Paul Danos comments on what was really at play during the financial crisis. Tuck faculty offer insights for how executives can better understand the delicate interplay between corporate culture, communication, and leadership as they relate to individual responsibility.

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Innovation Ecosystems: Increasing the Odds of Innovation Success

Many companies have discovered new ways to weave together complex webs of partners to offer superior products to consumers. This ability sets them apart from their business peers, however for many companies, such attempts at innovation result in costly failures characterized by broken promises and missed expectations. This is because, along with new opportunities, innovating in ecosystems presents new sets of challenges.

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Top Three Biggest Barriers to Innovation

Tuck Executive Education recently conducted a survey to find out what the biggest barriers are for organizations in executing an innovation initiative. The results from nearly 200 executives and directors corroborate the findings from Tuck faculty Vijay Govindarajan and Chris Trimble, co-authors of the new book: The Other Side of Innovation, The Execution Challenge.

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The Commonwealth Fund Summary Report of Four Brookings-Dartmouth ACO Pilot Sites

A study in Health Affairs examines the experiences of four early adopters of the accountable care organization (ACO) model.

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Breaking Through Personal Leadership Barriers with Marshall Goldsmith

Marshall Goldsmith reminds participants, “You are all very successful people. If what I have to teach works for you, great. If not, don't do it." It takes a confident teacher to invite his students to disregard his message. But Goldsmith's low-key style isn't just for show.

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Research Shows Gap in Financial Leaders’ Skills Set

Prof. Howell designed SFLP to help senior finance executives become stronger strategic partners to the CEO by providing the tools to link strategy, leadership, communication, and financial decision making to long-term value creation

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A New Way of Talking

Remember the Big Three auto executives who flew to Washington last year to testify about the condition of the their industry and (for General Motors and Chrysler) to request federal aid? They traveled in three corporate jets, raising a firestorm of criticism at a time when Detroit autoworkers were being laid off by the thousands.

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Govindarajan’s Influential Management Concept

The editors at Harvard Business Review (HBR) have named Tuck strategy professor Vijay Govindarajan's concept of reverse innovation one of the 12 most influential management ideas of the decade.

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Understanding Changing Consumer Habits

Anyone who has reached for the supermarket label instead of the premium brand knows that consumers have changed their buying habits, says TEP faculty member Kusum Ailawadi. The question, however, is how they've changed them and how companies should react.

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Guiding Reform of Capital Markets

As the world came to terms with the depth and severity of the financial crisis in the fall of 2008, Global Leadership 2020 faculty member Matt Slaughter, with Tuck colleagues Andy Bernard and Ken French, found themselves in an ongoing conversation about the future of financial regulation.

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Authenticity Key to Corporate Reputation

Leadership and Strategic Impact faculty director Paul Argenti has started every one of the talks he's given over the last decade by reminding the audience how little most people trust big business. Nevertheless, the numbers in a recent poll were shocking--across the world, 62 percent of people trusted business less than they did a year before; in the United States, the number was 77 percent.

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Global Leadership 2020 Profile: Mary Jones, Deere & Co.

Business lessons sometimes come in the unlikeliest of places. That was true for Mary Jones, head of global talent development at Deere & Co., after she visited a "children's village" in India. The visit was part of Global Leadership 2020, the flagship consortium program of Tuck Executive Education.

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Next Practices in Business Strategy

Professor Vijay Govindarajan, co-faculty director of Global Leadership 2020, took on a two-year role as Professor in Residence and Chief Innovation Consultant at General Electric. What he has learned from that time has given him a breadth of material for reasearch and teaching.

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Tuck Executive Program Marks 40th Anniversary

Founded in 1974, TEP has always aimed to provide the hallmarks of Tuck’s MBA program—a focus on general management, a personal scale, and access to leading faculty members—to executives ready to take their business and leadership skills to the next level.

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