kellogg mba
TRANSCRIPT
N O R T H W E S T E R N U N I V E R S I T Y
A C O N C E P T B O O K
Kelloggispeople“wholightuptheroom.”
“PeoplesayKelloggalumniare‘nice’asifit’sabadthing—what’swrongwithnice?”
“Kelloggisallaboutthepeople.”
“Avisionforw
hatK
elloggcanbuild.”
“Kelloggachieves
pridewithout
arrogance.”
“Kelloggisahappyplace.”
“YoucanstartthingsatKellogg—manyoftheexistinginitiativescamefromsomeoneasking‘Whatif?’”
“Kellogggraduatesstandapartasactingforthegreatergood—puttingtheirteamsbeforethemselves.”
“Kellogggraduatesstandapartasactingforthegreatergood—puttingtheirteamsbeforethemselves.”
“ThisisaveryDo-it-yourselfculture—ifyouhaveagreatidea,youcanrunwithit.”
Kelloggis“afriendlyplacewhereyouwanttomakeadifference—youwantstudentstosucceedandachieve.”
A C O N C E P T B O O K
“All journeys have secret destinations ofwhich the traveller is unaware.”
—MartinBuber
Welcome!ThankyouforjoiningtheconversationaboutKellogg’s
futurehome—ournewglobalhub—inEvanston.Thethemeof
thisconceptbookis“envision/embody.”Itisintendedtoprovoke
reflectionandanexplorationofpossibilitiesasweenvisionanew
spacethatwillbringKellogg’stremendouslegacytolife,aswell
asouraspirationsforwhatKelloggcanbecomeinournextera.
Thisbookisdesignedtotakeyouonajourneythroughaseries
ofconcepts,eachofwhichdescribestheschoolweaspireto
become,whileremainingrootedinthehistoryandessenceof
Kellogg.Wehopethattheideasandthought-startersinthisbook
willengageyourimagination,andfuelyourambitionforwhat
wecanbuildtogether.
Sincerely,
SallyBlount‘92
LETTER FROM DEAN BLOUNT Introduction 5
AuthenticLearningCommunity 8
Curiosity&Conviction 16
Leaders 32
GlobalAgility 40
BreakthroughIdeas 48
Pride&LifelongConnection 56
Conclusion 64
5
“People often assume other people create the future—you create the future.”
—KelloggAlumna
7KELLOGGSCHOOLOFMANAGEMENT6
Thisconceptbookrepresentsonepointof
inflectionintheconversationsthroughwhich
Kelloggwillshapeitsfuturehome.
Thebookreacheswithinthecommunityandout
intotheworld,tobegintoanswerthequestion:
“WheredoesthesoulofKelloggaspiretolive?”
Manydialogueswillbuildonthosethatinformed
thiswork.Thenewspacewilltakeforminaway
thatembodiesthebestofwhatKellogghasbeen
throughoutitshistory,andthathelpsusallto
envisiontheinstitution’spotentialandourown.
Welearnbestwhenwe’refullyengaged,whenwebringourwholeselvestothetable—theachievementsandfailures,thecertainanduncertain,theprivateandthepublic.
Kellogg’sculturethrivesonworkdonetogetherratherthanapart,supportofferedfreelytoclassmatesduringtheprogramandbeyond.Onestepfurtherwouldbetocreateacommunitywherewealwayshaveeachother’sbacks,tellingeachotherthingsnooneelsewill,evenwhenthatmeansbeinghonesttothepointofdiscomfort.
Wehavetheopportunitytobuildonourstrengthsasacommunityandprojectthosestrengthsforwardintoafutureenvironmentforlearningthatisbeginningtoemergetoday.
9
AUTHENTIC LEARNING COMMUNITY
a
n inna
te love for the world
an appr
ecia
tion
of life and the livin
g w
orl
d.
a love that is to
be
felt universally by all
AUTHENTICLEARNINGCOMMUNITY
11
BIOPHILIABiophiliameans“loveoflifeorlivingsystems.”Thewordexpressesthebondbetweenhumansandtheecosystemsinwhichwetakepart.Itaffirmsthewaywearedrawntoallthatisvital,howweseekconnectiontolife.InGoogle’smaincampus,anindoorgreenwallplaysaroletocalmandgroundthepeoplewhowalkbyitorstareintoitstangles.Ithelpsthecampusbreathe.
PRIVATESELF
HUMILITY
PUBLICSELF
ImagIne Kellogg as a place where you can brIng your whole self: where you share your InsecurItIes along wIth your aspIratIons; share your questIons alongsIde your answers; share your past and present as you maKe space for your future.
WHOLE SELF
a
n inna
te love for the world
an appr
ecia
tion
of life and the livin
g w
orl
d.
a love that is to
be
felt universally by all
AUTHENTICLEARNINGCOMMUNITY
14
BIOPHILIABiophiliameans“loveoflifeorlivingsystems.”Thewordexpressesthebondbetweenhumansandtheecosystemsinwhichwetakepart.Itaffirmsthewaywearedrawntoallthatisvital,howweseekconnectiontolife.InGoogle’smaincampus,anindoorgreenwallplaysaroletocalmandgroundthepeoplewhowalkbyitorstareintoitstangles.Ithelpsthecampusbreathe.
WHOLE SELF
MINDSWARMSMindswarmsisastart-upthatprovidescompanieswithdirectconsumerinsightsviawebcam.Theircommitmenttoauthenticityintheircustomerinteractionsismirroredthroughouttheiroffice:Childhoodphotosofeachemployeegreetyouasyouenter,playfulpeer-nominatedawardsaredisplayedproudly(callingoutpastachievementsasfrequentlyastheypokefunatindividualquirks),and“quotablemoments”arerecordedonacentralchalkboard.
PRIVATESELF
HUMILITY
PUBLICSELF
16
AUTHENTICLEARNINGCOMMUNITY
—MilesWhite,CEOofAbbottLabs,ongivingandreceivingfeedbackinabusinessschoolclassonInterpersonalDynamics
KelloggisknownforthepowerfulsenseofcommunitythatdevelopsamongstudentsduringtheirtimeinEvanston;studentsandalumnidescribetheirpeersasgenerous,supportive,empathetic,patient.Thisisaplacewherestudentscoachoneanother,helpeachothernavigatedifficultmoments—whetheracademic,personal,orprofessional.WehavetheopportunitytoleveragetheauthenticityandresponsivenessalreadyembeddedinKellogg’sculturetoachievenewlevelsofinterpersonalawareness,transparency,andfeedback.
IN IT TOGETHER
“We’regoingtothrowyouinthisstew,andwhetheryousitnexttoakernelofcornoracarrot,you’renotgoingtoknow.Butoutofthatstew,you’regoingtotakeawayawholelotoflearningandperspectivesthat’sgoingtoscaryou…positivelyandnegatively.Andit’sgoingtoaffectthewayyouinteractwithpeopleoryoursensitivitiesaboutpeopleandyourselfandhowyoucomeoff.Andyou’regoingtogetfeedbackthroughoutyourcareerthatactuallyresonatesbacktothefirsttimesomebodygaveyouthatfeedback,inthatroom.”
KELLOGGSCHOOLOFMANAGEMENT17
AUTHENTICLEARNINGCOMMUNITY
Infrastructureinmanydomainsischangingatanacceleratedpace.Weseethisinpower,transport,health.Educationcannotbefarbehind.
Childrentodaygrowupinaconnectedenvironment.Theirlivesintegrateseamlesslywhatwestillexperienceasnew.Thespacesinwhichtheylearnwillneedtoadaptasthewaytheylearnchanges.
Wecannotbecertainaboutthefutureoflearning.Wecancreatediverseandflexiblespacesthatletusmeetthisfutureasitarrives.
THE FUTURE OF LEARNING
1
3
ImagIne If Kellogg’s new buIldIng Incorporated “real optIons”—spaces and desIgn choIces that leave room for contInued evolutIon.
2
4
18
Through studies of leading companies in innovation, Mohanbir Sawhney and Satish Nambisan explore a diverse set of “external innovation partners” that can be leveraged in support of driving creative and innovative ideas. Access to this extended network, or The Global Brain, holds great potential as it provides the ability to surface ideas from across a diverse ranges of industries, geographies, and perspectives. Moreover, new types of innovation intermediaries and technological infrastructure are continually improving the ease and breadth of access.
Organizations must learn to shift their focus from innovation initiatives that rely on internal resources to network-centric innovation, such that they develop “an externally focused approach to innovation that relies on harnessing the resources and capabilities of external networks and communities to amplify or enhance innovation reach, innovation speed, and the quality of innovation outcomes.”
CONCEPT
SOURCE
MOHANBIR SAWHNEYMcCormick Tribune Professor of Technology at Kellogg School of Management at Northwestern University
SATISH NAMBISANProfessor of Technology Management & Strategy at the Lally School of Management at Rensselaer Polytechnic Institute
IMAGINE A SPACE THAT SEAMLESSLY CONNECTS ANd fACILITATES THE ExCHANGE Of IdEAS ACROSS fACULTY, STUdENTS, ExTERNAL THOUGHT LEAdERS, ANd PRACTITIONERS.
1The Global Brain
— Satish Nambisan and Mohanbir Sawhney; The Global Brain, 2008
Fromanearlyage,playisafundamentalpartofhowweexploreourworld,developcuriosity,experiment,andlearnfromfailure.
Aswegrowolder,toooftenfearoffailurepreventsusfromactingonourcuriosity.Yet,wecanchallengeourselvestostepbeyondthisfear,overcomeinhibitionsandembracerisksinpursuitofself-discovery.
Bravelyreflectingontheriskswetakeandthefailuresweencounterleadsustotheedgeofourselves—withheightenedself-awarenesscomesasenseofpurpose,ofwhoandwhyweareintheworld.
Whenwehavepurpose,wefindthecouragetoactonourconvictions—toleadourselvesintoourlives.
20
CURIOSITY & CONVICTION
PLAY
TAKING RISKSREFLECTION
COURAGE
LOSING INHIBITIONS PURPOSE
McCORMICKTRIBUNECENTERThewallsattheMcCormickTribuneCenterarepatternedwithamosaicoftinyfiguresthatadduptotheimagesofhumanfaces.Theirpresenceremindsustoseethemany,small,humandetailsbehindeachpersoninourcommunity;andtoregardeveryonewithasenseofwonderandasenseofplay.
ourcognitiveandemotionalpredispositions,evokingaframeofmind
inwhichweexplore,experiment,collaborate,rethink
andfindourwaytoplacesworthfinding&placesworthdwelling.
Curiositybeginswhenoursenseofplayawakens.Playdrivesnewbehaviorsbyaltering
PLAY
22
CURIOSITY&CONVICTION
“Players’experiencesingamesgivethemintuitions,models,andideasabouthowtheworldworks.Often,theseareexperiencestheycannothaveinothercircumstances.Whereelsecananordinarypersonleadacountrytogreatness,orlayouttheplanofacityforthemselves?”
—JessicaHammer&JohnBlackGamesand(preparationforfuture)learningEducationalTechnology,2009
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CURIOSITY&CONVICTION
SAFE SPACE FOR EXPLORATION
ImagIne a space that becKons us to try thIngs that mIght faIl; that opens us up to experIment, alter, and learn from where we mIss our marK.
PROSPECT&REFUGETheabilitytosee(prospect)butnotbeseen(refuge)isbasictomanybiologicalneeds.Theabilitytoseewithoutbeingseenincreasesperceivedsafety,whichincreasestheaestheticpleasureexperiencedintheenvironment.Peoplepreferedges—ratherthanthemiddleofspaces—spaceswithceilingsorcoversoverhead,spacesthatprovideunobstructedviewswhilestillofferingasenseofsafetyandconcealment.
JayAppleton,Theoryof“Prospect&Refuge”
26KELLOGGSCHOOLOFMANAGEMENT25
ImagIne a space that Is excessIvely publIc. ImagIne the Ideas that open up In It.
ArchitecturestudentsatCrownHall,IITworkinanopenenvironmentwheretheirworkisfullyaccessibletopublicreview.Insteadofformalclassrooms,modularpartitionsseparatethefirst-andsecond-yearstudentstudios.Theopen,sharedspaceinvitessecondyearstoreturntotheirformerworkspaces,mentoringfirstyearstudentsandengagingwiththeprojectsthatareondisplay.
CURIOSITY&CONVICTION
LOSINGINHIBITIONS
“Learningalanguageishardifyou’resomewhatinhibitedlikeIam,andalotofpeopleare.SoItookaYPOclasswithJohnRassiasofDartmouth…whenyouwentinhisclass,hespentthefirstcoupleofdaysworkingonbreakingdownyourinhibitions.Hewouldtellthestoryaboutwhenyou’rebornasalittlebaby;youscream,youshout,youpee,youeat.You’retotallyuninhibitedandfree,right?
Yougetalittleolder,you’retaughtwhattodoandwhatnottodo,andlayersofclayareputonyou.Thenyougotokindergartenandtheteacherstellyouwhattodoandwhatnottodo,anotherlayerofclay.Yougotochurchortemple,whatever,anotherlayerofclay.TheTenCommandmentsdon’ttellyouwhattodo,theyonlytellyouwhatnottodo.Andconsequentlywegetalltheselayersputonus.
Nowyou’recakedwithalltheselayerswhichareyourinhibitions…andthenJohnRassiaswouldsay,
“Lookatthisclay”,andhe’dhavethisGreekhead,sittingonapedestal…Thenhe’dtakehishammerandhe’dsmash,crackopenthehead,whichhehadfilledwithsomethingtolooklikeahumanbrain.Whenhecrackeditopen…youwerejustastounded.
Attheendofthetendays,aguylikeme,whohatedlanguagesinhighschoolandwenttoWhartoninsteadofHarvardbecauseHarvardrequiredalanguageandWhartondidn’t,wasabletogiveaspeechinFrench.IattributemysuccessinspeakingaforeignlanguagetoJohnRassiasbreakingdownmyinhibitions.”
GordonSegal‘60,FounderofCrate&Barrel,describingJohnRassias(developeroftheRassiasMethodforintensivelanguagelearning)
REFLECTION
28KELLOGGSCHOOLOFMANAGEMENT27
CURIOSITY&CONVICTION
“Followeffectiveactionwithquietreflection.Fromthequietreflectionwillcomeevenmoreeffectiveaction.”
—PeterDrucker
“InAnishKapoor’salreadybelovedoutdoorsculpture,youarequicklytemptedtopayattentiontoyourownreflectionasyouapproachit,onceyouhavenotedhowgorgeouslyitcapturestheskylineandthesky.Howeverbeautifulthepieceis,itisalsoaplaything:peoplewave,tomakesuretheyareidentifyingthemselves;othersleanintotheirreflectionsandmugtothemselves;somelaughatthefun-housemirrordistractions,astheybecomeaselongatedasaModigliani,asroundedasaBotero.Alsodistorted,butretainingitsuniquecontour,isthefamousskylineofChicago,limningthesilversurface.One’sownbody,one’sownpositioninspace,one’sownrelationshiptoChicagoandtheskyisreframedintheloveliestofmirrors.”
—SchuylerW.Henderson
30
CURIOSITY&CONVICTION
ImagIne Kellogg maKIng room for solItude and quIet reflectIon — In prIvate and In publIc; together and apart.
31 KELLOGGSCHOOLOFMANAGEMENT 32
CURIOSITY&CONVICTION
WHY DO YOUDO WHAT YOU DO?
PERSONALCALLINGTheHub,asharedworkspaceinSanFranciscoforsocialentrepreneurs,radiatespalpableenergyfromthemomentonewalksinthedoor.Itbuzzeswiththeurgencyofpeoplewhoknowintheirbonesthatactionmatters.
JoncametoTheHubtolaunchhissustainabilityservicescompany,Zumer.Whilethere,hemetanumberofpeoplewhohelpedhimtobuildandlaunchhisbusiness…Rebeccabecamehissoundingboardoverfrequentmeals,BjorndesignedZumer’sreports,Stanleydevelopedthewebsite,EcoVCdistributedZumerresearch,and3PpartneredwithJontopresentataconferencethatledtotwoclientcontracts.
34KELLOGGSCHOOLOFMANAGEMENT33
Thebestconductorsweavetogetherexpressionandexactitudefromeveryseatintheorchestratomakeaunique,coherentrealizationofthemusic.Theyconductfromconvictionabouthowapieceshouldbeplayed,buttheylistenevenmoreintenselythantheydirect.Eachmemberoftheorchestraisamongthedeepestexpertsinhisorherfield.Theconductoristhecourageouslistenerwhointegratestheirlives’work,andfindsthewaytomakethesymphonywhole.
CURIOSITY&CONVICTION
WE HAVE THE OPPORTUNITY TODEVELOP COURAGEOUS LEADERS...
...AND TO BE A COURAGEOUS PLACE.
THEGATESFOUNDATIONTheboldnesstotakeontheworld’smost
pressingproblemsisreflectedintheiconicandcourageous“openarms”designof
theirnewcampus.
LOUVREPYRAMIDSTheincongruityoftheLouvrePyramidsagainstthemuseum’shistoricfaçadeinvigoratesandintegratesthemuseumwiththefabricofthecity.
GARYCOMERYOUTHCENTERThevibrantfaçadeand80-foottoweroftheGaryComerYouthCenterstandasabeaconofhope,evenasthecenter’sstructureprimarilymustshelteritsoccupantsfromtheviolenceandurbandecayofthesurroundingsouthChicagoneighborhood.
Kelloggdiscovers,nurtures,andproducesleaderswithspecialpowers.
Uniqueamongtheirpeersfromotherinstitutions,Kellogg’sunderstated“superheroleaders”usetheirintellectualandinterpersonalagilitytosurmountchallengesandacceleratethepotentialofindividualsandorganizations.
Assystemsthinkers,Kelloggleaderswalkintoanorganization,assessthesituation,andquicklyunderstandwhereandhowtoaddvalue.
Kelloggleadersareconveners,transformingtheirorganizationsintothestagesuponwhichsomeofthemostimportantconversationsofourdayoccur.
36
LEADERS WHO INTEGRATE, ADAPT AND TRANSFORM
the integrator fuses together people, ideas and capabilities to create the new superpowers he needs.
38
LEADERS
he can sense strengths and weaknesses, and intuitively understands the leadership style that best f its each individual - enabling him to assemble the optimal group to tackle each mission.
he detects and amplif ies the powers of others. his x-ray vision allows him to see the formal and informal linkages among members of any organization.
the integrator f inds casual ways to connect with colleagues and understand their goals and what motivates them.
the integrator’s eq-iq balance is perfectly optimized. he can see the right strategy and in the same instant know what will motivate people to execute.
the adaptor can modify her style to f it any situation. her f lexibility is matched only by the f irmness of her principles.
40
At IDEO’s San Francisco office, team rooms are highly adaptable and can be modified in a number of ways to accommodate different types of teams. Movable furniture allows for desks to be reconfigured; large boards to pin up brainstorm ideas can be removed from the room to “reset” it; and movable walls enable flexibility of room sizes.
LEADERS
the adaptor is able to transform instantly from team leader to team member…and back!
she can make any room she steps into the perfect setting for collaboration.
her super radar homes in on the most effective team structure and norms for any situation.
The Marines have an “approach to teaming unlike any other organization in the world,” according to organizational teaming expert, Jon Katzenbach. The key is understanding when and how to team. The Marines recognize different forms of teaming styles, such as command-and-control versus real teaming, acknowledging that certain situations require a single decision-maker, while others benefit from shared leadership. For example, in the Marines fireteam, no one knows who will have the high ground in a combat situation, so everyone is trained to lead, allowing for tactical flexibility in any situation. Marines are trained not just on these different kinds of teams, but on how to use the right team at the right time.
[extra] ordinary man draws on his front-line powers to make tough decisions and move everyone forward with renewed commitment to their shared purpose.
42
LEADERS
the office ofeditor-in-chief
bill keller
always reachable, his reverse–transporter power enables anyone to access him and ensures he is attuned to the front-line.
The typical Starbucks barista station is replicated throughout the Starbucks corporate headquarters. Senior executives not only spend a week prior to their first day on the job working as baristas, but they are reminded of their front-line partners every time they prepare a beverage for themselves during a busy day at the office.
the office ofmayor bloomberg
[extra] ordinary man is able to do anything he asks anyone else to do. he can make any person understand what is important and meaningful in any task.
Whatdistinguishesthemosteffectiveglobal
leadersisnotawherebutahow.
Ourpeopletakestrengthfrombeinggrounded
inwhoandwheretheyare,anddemonstrate
theintellectandempathythatenablesthemto
thriveinnewcontextsanddiscovernewfacets
ofthemselves.
Kelloggdevelopsleaderswithglobalagility—
theycanneverknowalltherules,buttheycan
listen,pivot,adapt—andfindawaytogetthe
importantthingsdoneanywhere.
Ourgraduatesareleadersasadeptatnavigating
contextastheyareatmanagingcontent.
44
GLOBAL AGILITY
46KELLOGGSCHOOLOFMANAGEMENT45
CISCOAtCisco’sheadquarters,theirtelepresencetechnologyisusedtoconductvirtualmeetingswithteammembersaroundtheworld.Thetechnologyusedisthemostadvancedatsimulatingin-personinteractionsandiscontinuouslybeingimprovedtobemorelife-like.Withsuchtechnology,Kelloggcouldbuildatrulyglobalclassroomexperiencethatenablesstudentsandfacultyaroundtheworldtoengageinsubstantialdiscussions,learningandinnovatingtogether.
GLOBALAGILITY
Kellogghasalreadygoneglobal—diversefacultyandstudentbodies,courseofferings,GlobalImmersioninManagementtrips.Eventsoncampuscelebrateourdiversitythroughfoodanddance.TheseactivitiesbuildKellogg’sglobalnetworkandreachbydeepeningcross-culturalrelationshipsandteachingushoworganizationsworkoutsideourownborders.
Thenewspacecanbuildonthesestrengthsbytighteningthecross-culturalbondsinourcommunity.Imaginelanguagelunchtablesthatbringtogetherthosestudyingforeignlanguageswithnativespeakers,virtualclassroomsforKelloggstudentstotakeclassesatpeerschoolsaroundtheworld,andspacesforvisitingfacultyfromotherregionstoconductresearchandengagetheKelloggcommunityinanexchangeofideasandperspectives.
AT KELLOGG, WE OPEN OURSELVES TO THE WORLD...
...AND HAVE IMMENSE OPPORTUNITY TO EXPAND OUR NETWORKS GLOBALLY.
CourtesyofCiscoSystems,Inc.
GLOBALAGILITY
ImagIne If Kellogg’s space evoKes the dIscomfort and dIsorIentatIon of operatIng In a new cultural envIronment and If all Kellogg graduates learn to taKe thIs dIscomfort as a cue to reach Into themselves to lead In a new way.
WhenaVP’sglobalteamatSamsungisunabletoexecuteonplan,hefirstquestionsthecontextofhiscommunication.Hissuccessstemsfromhiswillingnesstolisten,reflect,experiment,andrapidlyadapttonewwaysofoperating.
AnemployeeatCitibankobjectivelydescribeshisstyleofcommunicationtohisglobalteamwithahighdegreeofself-awareness.Understandinghisaudience,headaptshislanguageandtone.
AmericanExpressCEOKenChenaultfocusesonthecommonalitiesacrosshisglobalfront-lineworkforce.Hispassionaboutservicetranscendsindividualmarketsandperspectives,unitingthecompanybehindasinglepurpose.
Ultimately,globalagilitydependsuponthecharacteristicsandskillsoftheindividual.Agilegloballeadershaveafinelytunedsenseofwhataboutthemselvestheyshouldholdconstant,andwhattheymodifytofiteachnewsituation.Theseleadersdemonstrateself-awareness,empathy,andadaptability—theseareareaswhereKellogg’suniquelygroundedanddiversecommunityhasanopportunitytodifferentiateitself.
50KELLOGGSCHOOLOFMANAGEMENT49
GLOBALAGILITY
KNOWING WHO WE ARE AS WE ENGAGE THE WORLD
FROM A CITY ON THE GLOBAL STAGE
KellogghasanopportunitytobecometheplacewhereconversationsaboutChicago’sroleontheglobalstageareheldandtostandattheforefrontofthismovement.Kellogg’snewbuildingcanbeoneofthesymbols—alongsidetheArtInstitute,theChicagoBoardOptionsExchange,MillenniumParkandmanyothers—ofthewaythatChicagomattersintheworld.
KelloggisfirmlyrootedinAmericanhistoryandsensibilities.Thisconnectionensuresweremaingroundedinasenseofcommunityandplace,evenaswebecomeincreasinglyglobal.
Breakthroughideasintertwinethelife’sworkofdiverse,talentedfacultyintomovementsthatchangethewaybusinesshappens.
Kellogginspirestheintensityoffocus—aloneandtogether—thatgivesthebestideastheirboldness,theirrigor,theirdepth.
Kelloggbringstogethertheintellectualcommunitiesthat,overthespanofmanyyears,createanewlensthroughwhichindividualsandorganizationsseetheworld.
Kelloggdrawsinleaders,thinkers,innovators,seekers—aflowofdialoguesthatenrichourideas,givethemnewform&application,andhelptocreatethebroaderdiscourseofourtime.
52
BREAKTHROUGH IDEAS
53 KELLOGGSCHOOLOFMANAGEMENT 54
BREAKTHROUGHIDEAS
we revel In the raw materIal of one another’s thInKIng. Ideas soarIng and stIll fraIl, full of the promIse of becomIng.
MITMEDIALABAtMIT’sMediaLab,screensface
outwards.Wordspulseoutintosharedspace,smallfragmentsofafuturethateveryoneinthecommunityendeavorstodiscoverandacceleratetogether.
IDEOLikeadvertisementsfor
partly-discoveredlands,bannerscreatedbyIDEO’s
peoplecaptureafewparagraphs,sketchesor
imagesabouttheirhalf-bakedideas.Walkingthelengthof
thehallwaycoveredbythesebanners,onebrowsesthe
collectivemind,andisremindedofthepermissiontoengagein
somethingnew.
55 KELLOGGSCHOOLOFMANAGEMENT 56
WE CREATE SPACE FOR THE WAYS IDEAS TAKE SHAPE IN TIME.
BREAKTHROUGHIDEAS
GOOGLEConvenientnooksinhallways,
wherepeoplepauseandcometogetherinthemomenttosketchouttheirsharedthoughts,toargue,toask“coulditreallyworkthatway?”
THEGATESFOUNDATION
AttheGatesFoundation’snewcampus,intenselyfocused
communitiesareclusteredtogether—pushingonwards
togetherforaslongasittakestoeliminatemalaria,alleviateurban
poverty,generateanadvanceineducationworthyofourtime.
JOBYJunkorgenius?HiddenwithinJoby’spolishedofficeaesthetic,aspacelovinglyreferredtoas“theshop”ispiledhighwithclutter,dismantledparts,andhalf-completedexperiments.Atthesedesks,ideasgaincredence.
57 KELLOGGSCHOOLOFMANAGEMENT 58
BREAKTHROUGHIDEAS
people come together by purpose and by chance. momentum gathers. we learn the power of our own Ideas as we see the lIfe they taKe on In others.
Facultyhavealongitudinaladvantage.Theyworkthelongcyclesofbringingwaysofthinkingintotheworld.Studentshavetheadvantageofurgency;theirambitionsevolvemoreandcatchfaster.Theybirthnewenterprise.
SLIDE@ GOOGLESlideismessy,unorthodox,ayouthfulstart-up
nestedwithinGoogle’sestablisheddepartments.Theyrebelagainsttheir“bureaucratic”parent,
challengingnormsandsharpeningthinking.TBWA\CHIAT\DAYRegularlyvacantandunassuming,atkeymoments,“DisruptionRooms”atTBWA\Chiat\Dayburstintoactivity.
Executivesandexperts,analystsanddesigners.50perspectives
deliberatetowardonesharedsolution.
NEWYORKTIMESGreentextflashesacrosssmall
screensthroughouttheNewYorkTimeslobby.Stories,headlines,
bylines,andcaptionsacrosspagesandtimeconvenetogetherupona
singledigitalcanvas.
Pridewithoutarrogance.
Wecelebrateeachother’ssuccesses—recognizingthatasacommunity,thewholeofourachievementsaregreaterthanthesumofourindividualefforts.
WeareconnectedbyKellogg’sinstitutionallegacy,butmostprofoundlylinkedthroughthepersonalrelationshipswebuildandourmutualrespectforoneanother.
Past,present,andfuturecometogetheratKellogg,weavingdiverseaspirations,experiences,andaccomplishmentsofacommunitythroughasinglesharedspace.
60
PRIDE & LIFELONG CONNECTION
62KELLOGGSCHOOLOFMANAGEMENT61
PRIDE WITHOUT ARROGANCE
PRIDE&LIFELONGCONNECTION
ImagIne a space balancIng prIde and groundedness, achIevIng monumentalIty, yet stIll humble In the way It folds Into Its larger communIty.
ImagIne what the “fourth wall” of Kellogg’s new buIldIng could be — chIcago, the laKe, or the unIversIty.
PRIDE IN SOMETHING GREATER
THEPITTSBURGHSTEELERSTheidentityofthePittsburghSteelersispermanentlyfusedwiththehistoryandpersonalityofthecityitrepresents,suchthat“downthroughtheirhistory,ownership,players,coaches,stadiumandstylematchthehard-nosedworkethicoftheircity.”(LenPerna)
41COOPERSQUAREWithitsirregular,dramaticdesign,41CooperSquareboldlyproclaimsitsidentitywithinthehistoricsquare.However,theconcaveformopensoutwardly,acknowledgingandparticipatinginaconversationwiththechangingneighborhoodaroundit.
64
ImagIne a space that brIngs the achIevements of prIor generatIons Into the present lIfe of the Kellogg communIty, and helps people see theIr daIly lIfe In the lIght of what has come before.
Legacy at the New YorkTimes is honored through museum-like displays of
artifacts, Pulitzers, and framed portraits. The past is woven into the present. Print and digital displays broadcast a continuous stream of content from the latest daily publication, celebrating everyday efforts of the core staff in shaping the identity and mission of the institution.
Above: Pulitzer prizes are proudly displayed on the executive floor of the New York Times building, serving as a continual reminder of the paper’s impact and excellence throughout history. Opposite Page: The translucent ceramic façade boldly proclaims the paper’s identity and connects the continuous activity within to the frenetic backdrop of Times Square.
PRIDE&LIFELONGCONNECTION
66KELLOGGSCHOOLOFMANAGEMENT65
PRIDE&LIFELONGCONNECTION
SPERTUSINSTITUTEOFJEWISHSTUDIESAninteractivemapofChicagoattheSpertusInstituteofJewishStudiesinvitesvisitorstodocumentapersonalstoryandintegratetheirownexperiencesintotheexhibit.
GARYCOMERYOUTHCENTERThenameofeachstudentwhohasgraduatedfromtheGaryComerYouthCenteriscarvedontothepedestalofasculptureofahandpointingupwards,effectivelyleavingapersonalmarkattheCenter.
ImagIne a publIc place where students lIterally leave a personal marK — standIng as a testament to theIr lIfelong connectIon wIth Kellogg.
WehavetheopportunitytoestablishafoundationforKellogg,atouchstoneforlifelongconnectiontotheinstitutionandamongourcommunity.
68
Wehavetheopportunitytocreateaspacethatisgroundedinitstimeandplace,yetflowsintothefuturewewillhelptoshape.
Wehavetheopportunitytobuildaglobalstage,uponwhichpeoplefromeverywherecometogethertoseekbreakthroughideasandfindabasisforsharedaction.
Wehavetheopportunitytobuildanewexperienceofbusinesseducation—auniqueenvironmentforlearningandfordoing.
Wehavetheopportunitytomakethisaplacewhereleaderscomeandgaininsights,visionandcouragetomakeadifferenceintheworld.
70KELLOGGSCHOOLOFMANAGEMENT69
ENVISION EMBODYWheredoesthesoulofKelloggaspiretolive? Howdowebringouraspirationsintotheworldandgivethemform?
new buIldIng sIte
72
Ourgratitudetothemany
individuals,companies,and
institutionsthatsupported
thiseffort:
NorthwesternUniversityand
KelloggSchoolofManagement
+RoxanneHori
+JamieJones’09
+DavidKeown
+FranLangewisch’95
+DanLinzer
+RobertMagee
+ZachMcHenry
+KeithMurnighan
+SergioRebelo
+JanetSanders
+PaolaSapienza
+MortonSchapiro
+WalterScott,B.S.’53
+JeroenSwinkels
+RobertWolcott,Ph.D.’01
+FlorianZettelmeyer
+KSA&StudentFocusGroups
+MarCommFocusGroup
AlumniandAdvisors
+NishiBadhwar
+ForrestBaringer-Jones
+CarolBernick
+MattBlanchard’10
+KayneBurke
+RayCourtney
+JonGodsall
+JerryKenney’67
+ElizabethLaughlin’04
+MattFeldman’86
+JonHuang
+PatriceMartin
+TimothyNichols
+KarinO’Connor’89
+BillOsborn’73
+LynnPerkins
+JeremiahRobison
+CarlSchiebler
+GordonSegal’60
+WesSelke
+MichaelShannon’83
+SanjayShroff’85
+AdamUsdan’87
+MilesWhite
CompaniesandInstitutions
+ChicagoTribuneBuilding
+CiscoEmerging
TechnologiesIncubator
+GaryComerYouthCenter
+TheGatesFoundation
+GoogleHeadquarters
+HermanMiller
+TheHub
+IDEO
+IllinoisInstituteofTechnology
CrownHallandtheMcCormick
TribuneCampusCenter
+Jawbone
+Joby
+MindSwarms
+NewYorkCityHall
+TheNewYorkPhilharmonic
+TheNewYorkTimes
+Samsung
+SlideatGoogle
+SpertusInstituteof
JewishStudies
+TBWA\Chiat\Day
+TeachersCollege,Columbia-
GamesResearchLab
ExternalThoughtLeaders
+SunnyBates
+JohnSeelyBrown
+DanCherian
+Mariano-FlorentinoCuellar
+SheilaDanko
+JessicaHammer
+PhilHettema
+ToddHuston
+JonKatzenbach
+RogerMartin
+RogerNierenberg
+JoelPodolny
+JohnRassias
+MichaelSimonetti
+TomStewart
+TeddyZmrhal
PhotoCredits
+SeanAirhart
+DaveBurke
+CiscoSystems,Inc.
+DonDeBold
+TonyDeifell
+JessicaHuang
+MackScoginMerrill
ElamArchitects
+JacobMorrison
+HeatherNichols
+SageRoss
+AndyRyan
+JasonSchmidt
+TomSteinert-Threlkeld
+Wdydwyd.com
Thecreationofthisbookreliedonthesharedeffortsofawide
rangeofKelloggfaculty,alumni,students,andadministrators,in
conjunctionwiththegenerousinputfrommanyexternalexperts
andhostsatvariouscompaniesandinstitutions.
ThroughextensivedialogueswiththeKelloggcommunity,
wewereimmersedinarichunderstandingofthe“essence”
andvisionforKellogg’sfuture.Welearnedaboutwhatmakes
Kellogg’speopleandprogramsdistinctive.Rootedinthese
insights,weventuredintotheworld.Weengagedleading
thinkersandobservedplacesthatwebelievedmighteachhave
somesparkoftheessenceofKellogg’sfuturehome.
Wearegratefulfortheopportunitytohavetakenpartinthis
importantdialogueandforthemanythought-provoking
conversationsalongtheway.Webelievethisnewbuildingcan
beatransformationalforceinKellogg’scontinuingevolution.
Booz&Company
NikoCanner
JessicaHuang
SurbhiMartin’10
KatePrice
KelloggStudentTeam
AniruddhaChatterjee’12
RahimDaya’12
DanielleDyBuncio’12
ACKNOWLEDGEMENTS MANY THANKS
“The best way to predict the future is to invent it.”
—AlanKay
CriticalsupportandguidancewasprovidedbyourWorkingTeam
(MargaretDouglas’95,JenniferDobby,andLeannPaul)andSteering
Committee(SallyBlount,Ph.D.’92,DavidAusten-Smith,CaroleCahill,
DennisHareza,RobertKorajczyk,andJamieRosman).
N O R T H W E S T E R N U N I V E R S I T Y
“Shouldfeellikeahome10yearsfromnow.”
“Aplacewherewetranslateresearchintostart-upsthatcreatejobsandengagethecommunity.”
Weshouldn’tlosetheessenceofKellogg.”
“Recruitingfacilities
shouldprovidespaceforform
alandinformal
receptions.”
“Officesizeshould
notbeasignalofanything
“Focusonhuman
interactionsandtheabilitytow
orkeffectivelyw
ithotherpeople.”
“Itneedstostirtheheart.”
“Aspaceformorecollaborationamongfacultyandtofosterco-authorship.”
“Builditforalloftheactivitiesthatcouldtakeplaceinaday.”
“Kel
logg
sho
uld
be
mor
ein
tegr
ated
into
N
orth
wes
tern
Uni
vers
ity.
”
“ThebuildingshouldtellthebrandstoryofKellogg—itshouldmatchitperfectly.”
“ThespaceshouldreflectKellogg’stop-tierstatustoprospectivestudents,butremainwarmforcurrentstudents.”
“ThenewspaceshouldnotreplaceKellogg’sculture,butratheraccompanyit.”
“Morecross-fertilizationwithalumnitoexchangeideas.”
“Thespaceshouldforcecontactandbreedconnectivityandfam
iliarity