summer04 intouch 7/8/04 1:57 pm page 1 intouch · iaa board; andrew wright, ... says.“our mandate...

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A magazine for alumni and friends of the Richard Ivey School of Business/Summer 2004

Mission CriticalTerrence Donnelly, HBA ’57, lives the School’s value of community service

Class of ’04 Page 28

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F E AT U R E S16 Mission Critical Ivey is takingsteps to ensure that tomorrow’s busi-ness leaders understand the truemeaning of corporate social responsi-bility and know how to integrate per-sonal values with business strategy.Wealso meet three Ivey alumni – TerrenceDonnelly, HBA ’57, Don Woodley, MBA’70, and Helen Connell, EMBA ’96 – wholive the School’s mission every day.

24 A conversation with Pro-fessor Mark Vandenbosch,HBA ’84 Vandenbosch, Ivey’s newHBA program director, is a graduateof the program and one of its mostpassionate advocates. Although itwill expand to four sections this fall,he is committed to uncompromisingquality of input and output.

26 Filling a Big Chair In sevenshort years, he changed Ivey forever. Now Larry Tapp’s legacy will be honoured with a fund tosupport future Deans.

28 Class of 2004“Put 100 per centinto everything you do, re-motivateyourself when you’re down, andremember that at the end of the day,everyone is extremely successful here.”Pretty good advice from Julia Knox,HBA ’04, to incoming Ivey students.Read more thoughtful comments fromsix of Ivey’s newest alumni.

D E PA RTM E N T S4 Doing Business The LawrenceNational Centre tests its wings,Quantum Shift launches, Ivey stu-dents play host to the world, theDean reorganizes, and much more.

8 ClubFile The New York chapter ismaking a new start.

8 VolunteerFile Ron Close, HBA ’81

9 Alumni News and EventsFrom the deliberately low-tech wineindustry to the latest trends inadvanced technology, Ivey alumnievents provide an opportunity tolearn while re-connecting with fellow grads.

35 Notes from Near and FarThe proof of the Ivey pudding? Theachievements of our alumni aroundthe world. Read and marvel!

54 Alumni Speak When he lost his job in the dot.com bust,Eli Singer learned the value ofmentorship.

JEFF DOSSETT, HBA ’83, (SEE WINTER ’04ISSUE) REACHED THE SUMMIT OF EVEREST ONAPRIL 24, BECOMING ONLY THE THIRD CANADIANIN HISTORY TO REACH THE SUMMIT OF THEHIGHEST PEAKS ON THE SEVEN CONTINENTS.

Editor in Chief Glenn Yonemitsu, MBA ’89 Editorial Board Bob Beauregard, MBA ’62, alumnus;Angela Chapman, Exec ’00, Advancement; Lesley Cornelius,Advancement; Sandy Hurst, retired Faculty member;Michael Needham, MBA ’68, Advisory Board; Rob Way,Marketing and Communications; David Weiner, MBA ’85,IAA Board; Andrew Wright, Executive Development;Glenn Yonemitsu, MBA ’89, AdvancementManaging Editor Pat Morden Design/Production Karin CullitonProduction Co-ordinator Eva Takacs Contributing Writers Pat Morden, Max Morden, Danielle Boisvert,Terri Garton, Peter Andrews, Eli Singer, Kathleen SlaughterResearch 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 the editor, 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 [email protected] or over the World Wide Web at www.ivey.uwo.ca/alumni. Copyright 2004 – Richard IveySchool of Business. Reproduction in whole or in part withoutpermission is prohibited.Cover Photo DW DorkenAdvertising Sales Eva Takacs, Ivey Advancement (519) 661-4145

INSIDEINTOUCHS U M M E R 2 0 0 4


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Doing BusinessThe School in the World

their feedback on all areas of the pro-gram is very positive.”

Faculty members find the class “in-telligent, eager, active and hard-work-ing,” and are enjoying the teaching ex-perience. Work is currently under wayto introduce a modified version of thenew MBA curriculum into the program.

The Ivey HK MBA is taught in three-week modules, on weekday nights andweekends, to allow students to contin-ue working full-time while completingthe two-year program. Students aregenerally younger than in the Execu-tive MBA program, with an average offive years work experience, as opposedto 13 years in the EMBA. Students alsoparticipate in short, full-time residencyperiods in Hong Kong and Canada.

“The launch of this program, to-gether with the expansion of our exec-utive education programs, allows IveyHK to diversify its revenue stream,”says Chan. “The market for MBAs inHong Kong is substantial, and beforeIvey’s program was launched there wasno world-ranked program delivered inthis market.”

MBA program launches in Hong KongSixteen students started classes in theinaugural section of the Ivey HK MBAprogram in January. Program DirectorAmelia Chan, EMBA ’03, says the firstfew months have been intense and de-manding. “Maintaining a good graspon time management is one of the firstthings they have to accomplish, as allstudents hold full-time work posi-tions,” she says. “Improvements in jug-gling time have been significant, and

Changing the Guard: Ivey welcomesnew Associate Deans, DirectorsSeveral top Ivey professors are takingon new challenges in 2004.

Larry Wynant, MBA ’72, will take upa newly created position, AssociateDean Programs, responsible for Pre-Business, HBA, MBA and EMBA pro-grams at Ivey. A member of the facultysince 1976, Wynant spent the past fouryears living in Hong Kong as AssociateDean, Ivey Asia. He has served as Di-rector of the Ivey Executive Program,the School’s premier executive devel-opment offering, and became Dean ofExecutive Development in 1992.

Craig Dunbar will become Associ-ate Dean, Faculty Development andResearch. Dunbar, who arrived at Iveyin 1997, has established a strong repu-tation for research in areas such as thewithdrawal of Initial Public Offerings,analyst recommendations and invest-ment bank market share. His positionwill combine elements of the posi-tions held by Paul Beamish, HBA ’76,

OVERCOMING CHALLENGES BY WORKING AS A TEAM: NEW CLASS AT

ASIAWORKS WORKING TOGETHER TO GET ENTIRE TEAM OVER THE 5-METRE WALL

DUNBAR

PHOT

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WYNANT


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I v e y I n T o u c h M a g a z i n e | S u m m e r 2 0 0 4

Lawrence Centre hostsmajor conferenceDianne Cunningham had barely startedher new job as Director of the LawrenceNational Centre for Policy and Manage-ment when she received a request forhelp from a colleague. Professor TedHewitt, Associate Vice President, Re-search and International Relations atthe University of Western Ontario,called to see if Cunningham would helphim organize a Canada-Brazil round-table on international trade in steel.Cunningham jumped at the chance.

“This is the kind of initiative the Cen-tre wants to do right across Canada,”shesays.“Our mandate is to provide a forumfor the public sector, corporations, me-

PhD ’85, and Chris Higgins, who com-pleted their terms on June 30.

In making the announcement,Dean Stephenson paid tribute to thecontributions of Beamish and Higgins.“During his five-year tenure, Paul hassignificantly moved the research ca-pability of Ivey ahead, overseen theexpansion of the PhD program, andpromoted a culture of grant-seekingwhich has resulted in an unprecedent-ed number of SSHRC grants awardedrecently to our faculty. . . Chris Higginshas led us through a period of exten-sive change in both curriculum andworkload planning.”

The Dean also announced fournew Directors. Michael Pearce, HBA’68, has accepted the position of Di-rector of the Executive MBA program,taking over from Paul Bishop, MBA’64, who has led the program since1994. Mark Vandenbosch, HBA ’84, be-comes Director of the HBA program,following the tenure of Rick Robert-son, HBA ’75, MBA ’84, PhD ’87. SteveFoerster, HBA ’81, will be Director ofthe MBA program, as Murray Bryantcompletes his term. Philip Hunt, MBA’86, has joined Ivey as Director of Ca-reer Management.

MBA HOCKEY TOURNAMENT WELCOMES THE WORLD

gan, Schulich, McGill, Queen’s, Ivey,Rotman and McMaster. The IveyAlumni Team, managed by ScottHill, MBA ’02, emerged triumphant,beating another Ivey team in the

nail-biter final by a score of 1-0.Cup organizer Aaron McCrack-

en, MBA ’04, says the tournamentis an opportunity to meet otherMBA students in a “competitiveyet fun environment.” It also helpsto showcase the School’s spiritand student involvement. “From a personal standpoint, the IveyCup has allowed me to stay in-volved in the game and with thehockey club, after a career-endinginjury,” he adds. “The part I enjoyed the most was hearingfrom so many participants fromother schools speak very highly of Ivey, our students, and the orga-nization of the tournament.”

In March, MBA students staged thelargest graduate school hockeytournament of its kind in theworld, welcoming student andalumni teams from Cornell, Michi-

dia, students and professors to come to-gether. This is an opportunity to get in-volved, and see how we can get better atit and make it relevant for our students.”

Cunningham, whose last job wasMinister of Training, Colleges and Uni-versities for the Province of Ontario, isexcited about her new position and thevision of Jack Lawrence, HBA ’56, whosegenerous contribution helped get theCentre off the ground. “Jack wants theCentre to become a strong advocate forsound policy that will ensure a powerfulfuture for Canada,”she says,”and that re-ally fits with what I’ve been working onover the years. We will work to ensurethat our students understand the inter-section of business issues and public pol-

(L-R): DR. TED HEWITT, DR. GERMANO DE PAULA,DEAN CAROL STEPHENSON, THE HON.GAR KNUTSON, DIANNE CUNNINGHAM


President and CEO of the CanadianCouncil of Chief Executive Officers.“He isa leading Canadian businessperson whois very knowledgeable about public poli-cy and has a very good understandingof the kind of business issues that impacton policy,” says Cunningham.“He knowsthe importance of policy makers andbusiness leaders working together to cre-ate the best environment for investmentin Canada.”

The Roundtable, held on May 19, fea-tured Dr. Germano de Paula of the Feder-al University of Uberlandia, Brazil, theCanada Visiting Research Chair in Brazil-ian Studies. Also among the roundtableparticipants: Courtney Pratt, Presidentand CEO of Stelco Inc.,Valdemar CarneiroLeão, Ambassador of Brazil to Canada,and the Honorable Gar Knutson, MBA’83, Canada’s Minister of State for Newand Emerging Markets.

Update:Biotechnology Stream Ivey launched its new biotechstream within the MBA program infall 2003. Taught by faculty from Iveyand the Faculty of Medicine andDentistry, as well as industry

MCDOUGALL LAUNCHES SPEAKER SERIESDon McDougall, MBA ’61, was thefirst speaker in the new Ivey Speak-er Series. McDougall is the formerPresident of Labatt’s Breweries andfounder of the Toronto Blue Jays,and is currently serving as Chair ofthe UWO Board of Governors. Hespoke about the challenges andopportunities facing business lead-ership today and shared somethoughts on the importance ofintegrity. Dean Stephenson usedthe event to launch a new annualcelebration called Richard G. IveyDay, to be held every March to cele-brate the School’s rich heritage andhonour the contributions of theIvey family.

icy, and that as business leaders, they willwork with government to make sure theright policies are in place to support thecompetitiveness of Canada.”

Cunningham is also looking forwardto working with the Chair of the Cen-tre’s Advisory Council, Thomas d’Aquino,

experts, the stream gives studentsbusiness skills and knowledge, andthe essential science needed tooperate in a research-driven environ-ment. The business side of the cur-riculum includes subjects such asintellectual property management,biotech strategy, and financial man-agement, while the science coursesfocus on the business implicationsof current scientific issues.

“Ivey has brought together biotechleaders from both industry and acade-mia, placing students at the cross-roads of science and business innova-tion,” says Mike Crump, MBA ’04, agraduate of the program.

The Biotechnology Advisory Coun-cil played an integral role in thesuccess of the first year of thestream through their generous sup-port and guidance. Special thanks to:Angiotech Pharmaceuticals, BayerHealthCare, Biogen Canada, BiovailCorporation, Eli Lilly Canada, Ernst &Young, IMI Inc., McKinsey & Company,MDS Inc., Merck Frosst, Picchio Inter-national, Robarts Research Instituteand Torys LLP. To find out more, visitwww.iveybiotech.com or contactDanielle Boisvert (519) 661-3130.

THE MBA CLASS OF ’04 CELEBRATES AT CONVOCATION


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Quantum Shift, a new executive de-velopment program sponsored byKMPG Enterprise and the Ivey Busi-ness School, was offered for the firsttime in May.

Quantum Shift brought together 40of Canada’s most promising entrepre-neurs for an intense five-day experi-ence at the School. KPMG nominatedthe entrepreneurs, with final selectionsmade by the Institute of Entrepreneur-ship at Ivey. Those selected wereawarded scholarships to offset a signif-

icant portion of the program’s cost.“When you’re a young company in

a high growth phase, often the struc-tures aren’t keeping up,” saysCameron Heaps, President & CEO ofSteam Whistle Brewing of Toronto.“This was an opportunity to stepback and start identifying where thecracks are and how to set up yourbusiness to sustain growth.”

“The quality of the instructors wasexceptional,” says Shannon Bowen-Smed, President & CEO, BOWENWorkforce Solutions Inc. of Calgary. “They did an exceptional job of engagingall 40 participants, in spite of our differences, and creating a safe, non-judg-mental environment for discussion.” Scott Shepherd, President & CEO, North-star Trade Finance Inc. of Vancouver, was equally impressed with the Program.“It was wonderful to be exposed to a group of high-powered people, who allapproach problems in different ways. It really helps to broaden your outlook.”

Adds Shepherd: “It was an honour to be part of this. My only regret is thatI’ll probably never be able to come back!”

QUANTUM SHIFT SHIFTS INTO HIGH GEARAround the world in four daysIvey and Scotiabank hosted theworld’s largest undergraduate casecompetition at the School in earlyMarch.

The 15th annual Scotiabank Inter-national Case Competition wel-comed 12 teams from top schools inCanada, the U.S., Mexico, HongKong, Thailand, Singapore, theCzech Republic, Hungary, Belgium,France, Denmark and Australia. Theteam from the University of Mel-bourne took top honours.

Melanie Sieferling, HBA ’04, whohelped organize the competition,says it provides students withinvaluable experience in organiz-ing a complex event, and a uniqueopportunity to meet fellow busi-ness students from around theworld. “The competition is impor-tant to Ivey,” she says, “becausethe School gains worldwide expo-sure. I’ve already had two schoolsfind my name on the website andcall to ask if they can be invitednext year!”

A winning combination Steve Ridgeway, MBA ’04, won theIvey Business Plan Competition forBenchkeeper Software Inc., a com-pany that provides laboratory infor-mation management software solu-tions to the life-science market-place. He competed against schoolsacross Canada to take the $25,000prize and the right to compete inthe Global Moot Corp. Competitionin Austin, Texas in May.

A team of Ivey MBAs was victo-rious at the ninth annual IESE & Roland Berger InternationalCase Competition in Barcelona,Spain. The competition judgescommented, “Ivey was theabsolute clear winner, not only fortheir exceptional analysis andpresentation skil ls, but alsobecause they were such an obvi-ously coherent team. No otherteam showed this combination.”


portunities to network with other alum-ni in the area, especially when they firstarrive, opportunities to continue theirprofessional development, and oppor-tunities to maintain a strong connec-tion with each other and the School.“Based on what we discovered, we’vedeveloped a three-part vision,” saysKrist,“that will change the relationshipswe have with each other, with theSchool and with the business commu-nity.” The goals of the plan are to gen-erate relationships, relevance and recog-nition of the Ivey brand. To achieve thegoals, the Chapter is planning threehigh-profile events each year, as well asregular informal get-togethers. The sec-ond event for 2004 was a summer so-cial organized by Monica Holec, HBA ’01.

Says Ali-Khan: “We are developingways to serve this community andstrengthen the value proposition. We’dlike to get to a place where we can ac-tually help Ivey people find jobs in thetri-state area, help the School recruitstudents, and be recognized as a valu-able partner by both the School andthe alumni.”

one of the top five alumni chapters bysize. Krist and Ali-Khan took over in No-vember 2003 from former presidentsClare Cheng, MBA ’94, and Bob Beaure-gard, MBA ’62, who have built a strongplatform for future growth.

The new co-Presidents and their ex-ecutive are excited to be taking on aleadership role at this point in Ivey’shistory. Says Krist: “Carol Stephensoncoming on board last year heralded anew phase of leadership for the School.We see this as an opportunity to gener-ate more brand awareness of Ivey inthe U.S.” The Meet the Dean event heldin New York City in February was host-ed by Arkadi Kuhlmann, HBA ’71, MBA’72, CEO of ING Bank U.S, and attractedmore than 80 participants, including 11potential students from the area. Sincethe successful party, seven of themhave decided to attend Ivey.

Krist and Ali-Khan started their pres-idency with some informal market re-search, by asking each of eight execu-tive members to contact six other Iveyalumni. The results suggested thatalumni are looking for three things: op-

René Krist, MBA ’93, lives and works inthe small town of Youngstown in upperNew York State. Hussain Ali-Khan, MBA’91, works at Times Square in New YorkCity. They bring their two perspectives,and lots of energy and ideas, togetheras co-Presidents of the Ivey Alumni As-sociation New York chapter.

The New York chapter serves the400 to 500 Ivey graduates in New York,New Jersey and Connecticut, making it

A R E G U L A R F E ATU R E I N T R O D U C I N GI V EY A LU M N I A S S O C I AT I O N C LU B S

Clubfile

New York

A REGULAR FEATURE INTRODUCING ALUMNI VOLUNTEERS

Volunteerfile

Ron Close captures the value of Ivey in three words – context,communication and capability. “Ivey has an approach that en-courages you to start by understanding the larger context be-fore digging into the details of a specific issue. That approachhelps you to be more effective and empathetic to peoplearound the table. Ivey also teaches you how to present a com-pelling story with credibility and conviction.”

These three important take-aways prepared Close for a ca-reer in top companies such as Motorola, Unitel and Delrina. In1995 he helped found Netcom Canada Inc, a national Internetcompany that was eventually purchased by AT&T. “I’m proud ofthe fact that at Netcom we were able to find a balance be-tween the interests of the customers, the employees, the in-vestors and the communities in which we lived,” he says. “Net-com shows that business success can come with that balance.”

After selling the company, Close took a two-year sabbatical.Together with his wife and two teenage sons, he indulged a

taste for exotic travel.Among other adventuresthey canoed up the Zam-bezi River and sailed off thecoast of Turkey. Eventually,he returned to Canada to become President and CEO of NextairInc., a promising young software company.

Close has supported Ivey with both time and money, and cur-rently serves as Chair of the Entrepreneurship Council. “If wecan grab people who have great leadership potential, andbreathe into them the principles of balance, inclusion, commu-nication and ethics, we’re influencing the influencers,” he says.“I see that as a significant point of leverage for social change.”

Close maintains that the secret of success is not focusing onit. “I have always preferred working in environments where Icould enjoy the process of trying to succeed. Then it didn’t re-ally matter if I was successful or not – it was fun just trying!”

New York

Ron Close, HBA ’81


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great beer, and the chance to bid onmore than 100 silent and live auctionitems. Items included Raptors andLeaf tickets, watches and ski holidaypackages. In total the event raisedmore than $4,000.

“It was a phenomenal show ofsupport from alumni and parents,”says Sean Maniaci, MBA ’05, whohelped organize the event. Maniacisays the money went to defray thecosts of the 2004 program. “Whenstudents are paying $28,000 in tu-ition and doing LEADER on a volun-teer basis, asking them to pay any-thing toward travel costs is reallytough,” Maniaci pointed out. LEADERalso receives generous support fromthe School, CIDA and corporate spon-sors Air Canada Vacations and ATKearney. Steam Whistle offered thespace and food at a reduced cost tosupport the venture.

Maniaci says the annual event ismore than just a fundraiser: it’s alsoan opportunity for past LEADER par-ticipants to reconnect with one an-other, and connect with current par-ticipants. “LEADER is really a uniqueexperience,” he says. “As I walkedaround the room, I heard a lot of greatstories. Everyone was laughing andtalking – it was a real reunion.”

LEADER event attractsstrong supportSince 1991, Ivey students have beenvolunteering their time to travel toEastern Europe and teach business forthree weeks in May. The LEADER pro-ject is one of the School’s signatureprograms, offering students an oppor-tunity for international experienceand adding real value to the region.For the past three years, LEADER alum-ni have been getting together to showtheir support for the program.

This year, the event was held atthe Steam Whistle Brewery in Toron-to in late March. More than 300 peo-ple attended, enjoying the unique at-m o s p h e r e o f a f o r m e r r a i l w a yroundhouse, elegant finger foods and

Alumni News & EventsAcross Canada and around the world, Ivey alumni are getting together and having a great time.

The Monitor Case Competition

for HBA2s will be held at Ivey

on Friday, October 1 – the first day of

Homecoming Weekend. Guests

and alumni are invited to attend.

For more information, visit

http://groups.ivey.uwo.ca/monitor

or contact Eric Silber at

[email protected] or

[email protected]

UPCOMING EVENTSVISIT WWW.IVEY.UWO.CA/ALUMNI/CURRENTEVENTS. HTM FOR DETAILSON ALL UPCOMING ALUMNI EVENTS.

JULY 18 IAA/Toronto Recent AlumniCommittee Golf TournamentJULY 21 IAA/Calgary Networking eventAUG 4 IAA/Edmonton Speaker andNetworking eventAUG 5 IAA/British Columbia AlumniPub NightAUG 18 IAA/Calgary Networking eventSEPT 1 IAA/Edmonton Speaker andNetworking eventSEPT 2 IAA/Southern California PubNight in Newport BeachSEPT 2 IAA/British Columbia AlumniPub NightSEPT 15 IAA/Calgary Networking eventOCT 1-3 Homecoming 2004 (see ad inthis issue on the inside front cover)OCT 1 Monitor case competition at theIvey Business School (see note for details)OCT 2 IAA/Southern California gather-ing at the Santa Anita RacetrackOCT 6 IAA/Edmonton Speaker andNetworking eventOCT 7 IAA/British Columbia AlumniPub NightOCT 17 EMBA Alumni Business Forum at JJWettlaufer Executive Centre, MississaugaOCT 20 IAA/CalgaryNetworking eventOCT 31 IAA/Hong Kong Ivey PledgeCeremony and Annual DinnerNOV 3IAA/Edmonton Speaker andNetworking eventNOV 4 IAA/British Columbia AlumniPub NightNOV 11 IAA/Southern California Pub NightNOV 17 IAA/Calgary Networking eventNOV 22 IAA/London, Ontario IveyPledge Ceremony

“LEADERITES” CELEBRATE AT THE STEAM WHISTLE BREWERYIN TORONTO IN MARCH


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Oldfield was the featured speaker at theIvey Alumni Association of British Colum-bia 2004 Signature Wine and Dine Event.Held at the Westin Bayshore Resort andMarina on March 4th, the third annualevent attracted more than 80 Ivey alumniand friends. Guests enjoyed a four-coursemeal with four Tinhorn wines,a silent auc-tion,and a presentation by Oldfield.

Brian Phillips, MBA ’75, organized thefirst Wine and Dine event three years ago.“This function is aimed at more estab-lished alumni,”he explains.“We also offerpub nights for the younger grads, but wefelt that older ones would enjoy some-

thing that is a social event and a bit of alearning experience as well.” Oldfieldtalked about how he started his business,his approach to production and market-ing, and Tinhorn’s positioning in the mar-

HK Alumni Case Night a success By Kathleen SlaughterA thirst for more cases brought 45 alumniand friends to Ivey’s Hong Kong Campusfor the first Alumni Case night on Friday,February 27. Marketing professor NirajDawar facilitated the discussion of “ColaWars in China: The Future is Here”. A 23-page case and three readings brought thememories flooding back.The most senioralumni were Ian Shiu, MBA ’78, and DavidWong, MBA ’79. In a desperate attempt tobecome alumni, several students fromthe new MBA class joined the group –

and were promptly humbled by the col-lective wisdom in the room!

At evening’s end, the thirst for knowl-edge gave way to a thirst for the goodold Canadian Molson beer provided byKishore Sakhrani, MBA ’83, President ofICS Trust and wine provided with the as-sistance of KS Tan, HK EMBA ’04, Region-al Director from Pernod Ricard HongKong. All participants, however, were sa-tiated by the wonderful event conductedwith the mutual assistance of the HongKong Ivey Alumni chapter under theleadership of Joe Attrux, HK EMBA ’00,and the Ivey Development Committeeunder the leadership of Kishore Sakhrani.

Dinner celebrates B.C. wine industry “Have Fun, Make Wine, and Make Mon-ey Doing It.” That’s the philosophy ofKen Oldfield and his partners at TinhornCreek Winery in Oliver, British Columbia.Established ten years ago, Tinhorn hasdeveloped a reputation for outstandingwines, winning a variety of majorawards in international competitions.

The Southern California chapter enjoys an LA Kings/Colorado AvalancheGame at the Staples Centre in January 2004. Front row from left to right: DonAnderson, MBA ’70, Tomas Kokko HBA ’02, Tomas’ guest Carrie, Bob Adams,HBA ’54, Collin Brown, MBA ’69, and Bob Lee, MBA ’77. Back row from left toright: Anil Khera, HBA ’02, Laura Erskine, MBA ’97, John Marshall, MBA ’97

PROFESSOR NIRAJ DAWAR LEADS A LIVELY CASE DISCUSSION

(FROM LEFT TO RIGHT) LORI JANSON, HARROLAUPRECHT AND PIERRE THERIAULT, ALL MBA ’02GRADS, ENJOY THE B.C. WINE AND DINE EVENT

ket. In addition, he provided some tastingnotes on the featured wines.

Phillips says the silent auction is an im-portant part of the event.“Alumni supportit generously by donating items and bid-ding on them,” he says.“That’s importantbecause it’s a major fundraising event thathelps keep the chapter vibrant.”

In addition to good food, good wine,and insights into a fascinating business,dinner guests enjoyed the opportunity toreconnect with each other and Ivey. “It’sgreat,” says Phillips, “to see that a lot ofgrads stay after the event and chat.”

Ottawa event doubles attendance for 10th anniversary By Peter Andrews, MBA ’84For the past 10 years, the Ottawa Tech-nology Dinner has helped to raise theprofile of Ivey in Silicon Valley North.Thisyear, the ever-popular event attractedmore than 265 guests, almost doublinglast year’s attendance.

Appropriately, the event was held inthe newly-opened Brookstreet Hotel inKanata. The upscale boutique hotel wasdeveloped by Terry Matthews, co-founder of Mitel and founder of New-bridge Networks, two of Canada’s mostsuccessful technology companies.

Greg Mumford, Exec.Ed. ’88, ChiefTechnology Officer for Nortel Networks,


event Chair Peter Andrews, MBA ’84,“when they heard the clarity of the call,which was made on the only numberMr. Mumford uses around the world forall communications.”

Andrews says the Dinner is the sig-nature event for the Ottawa chapter,and an important awareness builderfor the Ivey brand in Ottawa. “There’s acontinued demand for well-trainedbusiness leaders in Ottawa to supportthe commercialization of a prolific R&Dindustry,” he notes. “Ivey has the op-portunity to bridge the gap through itsexcellence in business leadership de-velopment. This event signifies thestrength of the Ivey brand and thepresence of more than 600 alumni inthe Ottawa business community.”

delivered the keynote address. Mumfordhas been with Nortel for more than 30years and was recently again selectedby Light Reading as one of the “TopMovers & Shakers in Telecom,” an honorhe has held longer than any other exec-utive in the industry.

Mumford shared his vision for the fu-ture of communications technology andits impact on our communication habits.He brought to life the concept of con-stant communications through wirelessdevices by asking Dean Carol Stephen-son to call him on her cell phone duringthe presentation.The call was channeledvia the Internet to Mumford’s wirelesslaptop, allowing the audience to ‘eaves-drop’ on the chat between the two.“The audience really came to life,” says

Olav Langelaar, MBA ’00 (aka “Ole the Goalie”), a key member of the Vancouver-based Ivey Mighty Bucks. In their second year of competition, the Bucks placed sec-ond in their division. Says Langelaar:“The most surprising aspect is how well theteam has gelled, how well we play together and how well everyone gets along. Over-all, one could not be happier with the camaraderie and spirit we have generated.”

MEET THE DEANDuring the spring, Dean Carol Stephenson continued to meet withalumni across North America

DEAN STEPHENSON ENJOYS MEETING GUESTS AT THE RECEPTION PRIOR TO THE OTTAWA TECHNOLOGY DINNER

A happy group at the New York Meetthe Dean event.

Dean Stephenson addresses the Montreal chapter at a reception on March 16

Lise Casgrain, MBA ’77, and Dean Stephensondeep in conversation in Montreal

Arkadi Kuhlmann, HBA ’71, MBA ’72, Presidentand CEO of ING Direct U.S., with DeanStephenson in New York on February 18.


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chair,” Plumb says, “so I have a goodidea what hiring managers are look-ing for and how candidates can bestpresent themselves.”

Although Ghosh was consideringvarious career paths, she’s now sether sights on brand management,which builds on her background inmarketing. “Marianne helped me fig-ure out where I should be going inmy career,” she says. “She had thewisdom to help me understand thatit’s okay in career development tochange your mind.”

Harry Lee, MBA ’02, was also attract-ed to Ivey by the power of its alumninetwork. Lee, who comes from SouthKorea, combined an engineering degreewith an interest in entrepreneurshipand technology commercialization. Itwas a background shared by his alumnipartner, Verne Milot, MBA ’76, GeneralManager Automation Business Unit forBosch Rexroth Canada Corporation, aworld leader in ‘drive and control’ solu-tions. “We had a good meeting ofminds,” says Milot, who had been pres-ident of the Small Business Club at Ivey,“and I understood Harry’s passion.”

Milot and Lee shared somethingelse in common: experience in thesteel industry. Milot had worked at Do-fasco, and when he told Lee about its

“For me it was a golden opportunity.”Saree Ghosh, MBA ’04, is describ-

ing the Ivey Alumni Partnership Pro-gram, which helps students advancetheir professional development and ca-reer goals by tapping into the Iveyalumni network. Alumni who becomepart of the program agree to respondto an e-mail initiated by a maximumof two current students.

Ghosh chose as one of her part-ners Marianne Plumb, EMBA ’99, Di-rector, Operations and Quality forCHEP, an international leader in pal-let and container pooling services. “Iwas drawn to Marianne because shewas a senior level executive in a glob-al company, something I aspire to,”says Ghosh.

Plumb agreed to be part of the pro-gram because it was a good opportu-nity to pass on knowledge she had ac-quired over the years to someonestarting out. “It was also a way to stayin touch with Ivey,” she says. “The EM-BA is a great program and I wanted togive something back.”

After an exchange of introductorye-mails, they met for supper in Toron-to on a wintry December evening. Al-though they hit it off right away,Ghosh admits she was both excitedand nervous. “It felt like a first date,”she says.

Plumb encouraged Ghosh to be di-rect about asking for help. “Mariannewas a good sounding board, offered alot of constructive feedback, andhelped point out my natural abili-ties,” says Ghosh. They worked to-g e t h e r t o b e t t e r a r t i c u l at e h e rstrengths and build a resume to cap-ture the attention of recruiters. “Inmy job I often sit in the recruiter’s

entrepreneurial culture and innovativeapproach to technology development,Lee was intrigued.

Together they planned a strategy toapproach Dofasco. “Even though Harryultimately wanted a position of em-ployment, we felt there was a betterchance of getting in through a con-sulting role,” says Milot. He helped Leeprepare a project proposal and articu-late his strengths. They even role-played an interview.

The planning paid off. After a seriesof interviews with Dofasco, Lee was of-fered a full-time job by one of its busi-ness units. He has been with the com-pany for nearly two years, and is now amarket analyst. “Verne found a fit be-tween me and Dofasco, and helped meunderstand what the company wasabout,” says Lee. “Without his intro-duction, I would have never thoughtof applying.”

Although Lee had heard about thestrength of the Ivey network, he wassurprised by the openness with whichhe was received. “Ivey alumni are reallywilling to help others,” he says, “andthat brings big rewards.”

For more information or to partici-pate in the Ivey Alumni PartnershipProgram, visit www.ivey.uwo.ca/alumni/AlumniPartnership.htm

POWERED BY THEIVEY NETWORKTHE IVEY ALUMNI PARTNERSHIP PROGRAM LEVERAGESONE OF IVEY’S MOST VALUABLE ASSETS


13


Patrick Crowley, HBA ’74

Mark Foerster, HBA ’77, MBA ’80Vice President, Group & Claims ServicesMunich Reinsurance Company

Nadine Gilchrist, HBA ’84, MBA ’88Vice President, FinanceTD Financial Group

Pamela Griffith-Jones, HBA ’87,MBA ’90 Vice-President, LeisureCanadian Tire Corporation Ltd.

Paul Heydon, HBA ’90, MBA ’99London, U.K. Chapter PresidentHead, Interactive EntertainmentCommerzbank Securities

Tim Hockey, EMBA ’97Senior Vice PresidentTD Canada Trust

Mary Lou Hukezalie, EMBA ’02

Pamela J. Jeffery, HBA ’84, MBA ’88President and CEO,The Jeffery Group Ltd. and Founder, Women’s Executive Network

James Kim, HBA ’04 Teachers’ Merchant Bank

René Krist, MBA ’93New York Chapter Co-PresidentManaging PartnerFullSpectrum Leadership LLC

Mark Longo, EMBA ’01 Vice PresidentDatawire Communication Networks Inc.

Spencer Low, MBA ’03 ConsultantBain & Company Canada Inc

Howard Mains, MBA ’91Ottawa Chapter PresidentVice PresidentTactix Government Consultants

Joel McLean, HBA ’95 PrincipalInfo-Tech Research Group

John Millar, LLB/MBA ’92London, ON Chapter PresidentPresidentDigital Boundary Group

Brian Phillips, MBA ’75Vice President, Phillips, Hager & NorthInvestment Mgmt. Ltd.

C H A I RKevin Yousie, HBA ’77, MBA ’80PresidentCrosswater Partners

V I C E C H A I RDavid Tait, MBA ’89Tait & Associates Ltd.

M E M B E R SLarry Agranove, HBA ’50, PhD ’71PrincipalAgranove & Associates

Hussain Ali-Khan, MBA ’91New York Chapter Co-PresidentManaging DirectorThe New York Times Company

Don Anderson, MBA ’70Southern California Chapter PresidentManaging DirectorHarvard Capital Company

Joe Attrux, EMBA ’00Hong Kong Chapter PresidentManaging DirectorJCMP Ventures Inc.

Rob Attwell, MBA ’99 Product Specialist/ConsultantAP Financial News

Mark Brown, MBA ’95Managing PartnerBBA Consulting

Lise Casgrain, MBA ’77PresidentCalimo Inc.

Peter Caven, MBA ’75Toronto Chapter Co-PresidentPresidentPeter Caven Executive Search Inc.

Jeffrey Chaplin, HBA ’67Toronto Chapter Co-PresidentPresidentJeffrey Allan & Associates Inc.

Richard Quesnel, VEMBA ’00Montreal Chapter PresidentInvestment Advisor, Private Client Div.BMO Nesbitt Burns

Brent Remai, MBA ’93Northern California Chapter PresidentStrategic Planning Manager,Enterprise Systems GroupHewlett-Packard Company

Rick Robertson, HBA ’75, MBA ’84,PhD ’87 Associate ProfessorRichard Ivey School of Business

Stan Rust, MBA ’78 Edmonton Chapter President

Kishore Sakhrani, MBA ’83 DirectorICS Trust (Asia) Ltd.

Sukhinder Singh, HBA ’92General ManagerGoogle.com

Paul F. Smith, HBA ’75 PresidentSmith Company

Leslie Stephenson, MBA ’98 AVP - New Product SolutionsManulife Financial Corporation

Jason Thacker, HBA ’02 Assistant Brand Manager,Food and Beverage DivisionProcter & Gamble

Bernard Trottier, MBA ’92Senior ManagerCap Gemini Ernst & Young Canada Inc.

Nicole Turnbull, MBA ’02AssociateMerchant ServicesTD Bank Financial Group

David Typer, HBA ’03 Financial AnalystMaple Leaf Pork

Jim Wahl, MBA ’82 Calgary Chapter PresidentPrincipalWahl & Associates

Chet Choon Woon, MBA ’94Singapore Chapter PresidentBusiness DevelopmentAkroo

Phillip Yuzpe, MBA ’04 ConsultantManagerial Design

Ivey Alumni Association Board of Directors

FOR FULL BIOS CHECK WWW.IVEY.UWO.CA/ALUMNI/BOARD/BIOGRAPHY.HTM


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Alumni ContactsFor general information,please contactLesley Cornelius,Director, Alumni Relations [email protected]/alumni

[email protected]/alumni/hongkong.htm

L O N D O N , U KPaul Heydon, HBA ’90, MBA ’99Head, Interactive EntertainmentCommerzbank [email protected]/alumni/londonuk.htm

L O N D O N , O NJohn Millar, LLB/MBA ’92President, Digital Boundary Group519-652-6898 [email protected]/alumni/londonon.htm

I V E Y A L U M N I A S S O C I AT I O NL O N D O N , O N 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 Division,BMO Nesbitt [email protected]/alumni/montreal.htm

N E W Y O R K , N YHussain Ali-Khan, MBA ’91Executive Managing Director, Real EstateThe New York Times [email protected]

René Krist, MBA ’93Managing PartnerFullSpectrum Leadership [email protected]/alumni/newyork.htm

O T TA W A , O NHoward Mains MBA ’91Vice PresidentTactix Government [email protected]/alumni/ottawa.htm

S H A N G H A I , C H I N AMark Brown, MBA ’95Managing Partner, BBA [email protected]/alumni/shanghai.htm

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

T O R O N T O , O NJeffrey Chaplin, HBA ’67President, Jeffrey Allan & Associates Inc.416-366-5333 [email protected]

ChaptersAlumni Chapters develop meaningfulprograms and activities that provideopportunities for alumni in their areato network with one another and tostay in touch with the School.B R I T I S H C O L U M B I ARob Attwell, MBA ’99 Associated Press - Product SpecialistAP Financial News820 West 7th AvenueVancouver, BC V5Z [email protected]

I V E Y A L U M N I A S S O C I AT I O N B C C H A P T E RBC hotline (Susan Hagerman) 604-216-7305 [email protected]

C A L G A R Y, A BJim Wahl, MBA ’82Principal, Wahl & [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 Manager Hewlett-Packard [email protected]/alumni/ncalifornia.htm

S O U T H E R N C A L I F O R N I ADon Anderson, MBA ’70Managing Director, Harvard Capital [email protected]/alumni/scalifornia.htm

E D M O N T O N , A BStan Rust, MBA ’781502-9915 115th Street .Edmonton, AB T5K 1S5 780-483-4584 [email protected]/alumni/edmonton.htm

H O N G K O N GJoe Attrux, EMBA ’00Managing Director, JCMP Ventures Inc.

Peter Caven, MBA ’75President, Peter Caven Executive Search Inc.416-960-0028 [email protected]

I V E Y A L U M N I A S S O C I AT I O NT O R O N T O , O N C H A P T E R O F F I C E6835 Century Avenue, 2nd FloorMississauga, ON L5N [email protected]/alumni/toronto.htm

W AT E R L O O , O N R E G I O NLesley CorneliusActing Chapter PresidentDirector, Alumni RelationsRichard Ivey School of [email protected]

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]

AT L A N TA , G ABill Robertson, MBA ’[email protected]

AT L A N T I C C A N A D AJim White, HBA ’74, 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 ’[email protected]

B E I J I N G , C H I N ASteven Zuo, MBA ’[email protected]

B E R M U D AAly Lalani, MBA ’[email protected]

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


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M I S S O U R IDennis Ayden, MBA ’65314-361-5084 [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 W O R L E A N S , L ALiz Yager, HBA ’85504-894-9710 [email protected]

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

T H E P H I L I P P I N E SSameer Raina, MBA ’0300-63-9172030028 [email protected]

P I T T S B U R G H , P AAnoop Sinha, EMBA ’01412-854-3814 [email protected]

P R A G U E , C Z E C H R E P U B L I CPaul Boucek, HBA ’[email protected]

R E G I N A , S KTracey Bakkeli, MBA ’[email protected]

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

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

S H A N G H A I , C H I N AMark Brown, MBA ’95 [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 ’78758-457-7777 [email protected]

Jennifer von Briesen, MBA ’[email protected]

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

B U E N O S A I R E S , A R G E N T I N ASean Twomey, MBA ’[email protected]

B U F F A L O , N YRené Krist, MBA ’93716-745-7390 [email protected]

C H I C A G O , I LPerry Lea, EMBA ’00630-904-2721 [email protected]

C O L O R A D ORonald Singh, MBA ’75719-576-7064 [email protected]

E G Y P THany Bishr, MBA ’04 [email protected]

F R A N C ERichard Laville, MBA ’[email protected]

G E R M A N YSteven Otto, HBA ’9249-40-220-4153 [email protected]

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

I N D I ASameer Raina, MBA ’0360-3-255-4599 [email protected]

I S R A E LMark Fischer, HBA ’[email protected]

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

K O R E AHyung Seok Lee, MBA ’03822-3770-9851 [email protected]

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

M I A M I , F LJuan Deshon, HBA ’99305-238-3984 [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 46-8-672-7913 [email protected]

S W I T Z E R L A N DNorman Karrer, MBA ’[email protected]

TA I W A NNick Teo, MBA ’96886-2-2734-7523 [email protected]

T E X A SArnie Kuchinsky, MBA ’[email protected]

T H U N D E R B AY, O NRob Vanderwees, HBA ’[email protected]

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

U N I T E D A R A B E M I R AT E SAly Alidina, HBA ’01 [email protected]

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

V I R G I N I AMarc and Lena Trudeau, MBA ’[email protected]

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 ’[email protected]

W I N N I P E G , M BRichard Kennedy, MBA ’[email protected]

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

FOR THE MOST UP-TO-DATE LISTING, CHECK WWW.IVEY.UWO.CA/ALUMNI/CHAPTERS_AMBASSADORS.HTM


CRIT MISSION


IN THE FEW SHORT YEARS SINCE ENRON,“CORPORATE SOCIAL RESPONSIBILITY” HAS BECOME AN ALMOST MEANINGLESS BUZZPHRASE.BUT NOT AT IVEY, WHERE IT HAS BEEN PART OF THE SCHOOL’S MISSION FOR DECADES. NOW,NEW INITIATIVES ARE STRENGTHENING ITS ROLE IN THE CURRICULUM AND STUDENT EXPERIENCE.

MEANWHILE, IVEY GRADS HAVE CARRIED THE IVEY MISSION INTO THEIR PROFESSIONAL LIVES,BECOMING DEEPLY COMMITTED VOLUNTEERS,PHILANTHROPISTS AND NOT-FOR-PROFIT MANAGERS.

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cial responsibility (CSR) in Ivey’s new cur-riculum, defines it as ‘accommodatingthe interests of a wide set of stakehold-ers.’ Business schools have a responsibili-ty to make social issues part of their cen-tral agenda, she says. “Collectively themen and women who graduate fromthis School will govern billions of dollarsover their lifetimes. We want them togovern that money responsibly.”

An important aspect of corporate so-

cial responsibility, as reflected in Ivey’smission statement, is community volun-teerism. Ivey students have long exer-cised leadership in this area. A shiningexample is Ivey Connects, a recent stu-dent-led initiative that grew out of anMBA project on change management.The program, which began with seedmoney from the Ivey family, focuses onbuilding stronger ties between the Iveystudent body and the community, andaims to get students thinking moreabout their role as community as well asbusiness leaders.

It was a solemn and moving ceremony,one that this year’s graduating HBA classwill long remember. On April 2 morethan 300 students, assisted by 60 alum-ni, took the Ivey Pledge and receivedtheir Ivey rings. Western’s venerableGreat Hall made the perfect setting forthe occasion, designed to honour thebond between all Ivey alumni and theircommitment to the highest ideals.Threeweeks later, the MBAs received their Iveyrings in like fashion, the beginning of anew annual tradition.

The Ivey Ring, an initiative of the IveyAlumni Association Board in collabora-tion with the HBA and MBA Associa-tions, symbolizes the transition of stu-dents to alumni. The goal of the pledgeis to strengthen the Ivey network andelevate the ideals set forward by theSchool and its graduates.“The membersof the Alumni Association Board takean incredible amount of pride in thereputation of the School, and are com-mitted to preserving it,” says GlennYonemitsu, MBA ’89, Executive Directorof Advancement.

The Ivey Ring ceremony may be new,but the traditions upon which it’s basedgo back to the beginning of the School.Although the notion of corporate socialresponsibility is gaining more currencythese days as a result of the recent spateof corporate scandals, the Ivey School hasalways been true to its mission – “to de-velop business leaders who think global-ly, act strategically and contribute to thesocieties in which they operate.”

Ivey Professor Tima Bansal, who isspearheading a course on corporate so-

During Community Action Day, oneof the two main programs of Ivey Con-nects, HBA and MBA students volunteerat about two dozen local not-for-profitorganizations, and then return to theclassroom to share their perspectives. Formany students, of course, this kind of vol-unteering is not new, but a chance to dosomething familiar in a different setting.Much of the learning is derived from thediscussion that follows in the classroom.“Some people say that business schoolsshould just be focused on adding valuefor shareholders,” says Jeff Wood, MBA’04, one of the executive directors of IveyConnects. ”Whether that’s right orwrong, most students here would arguethat businesses should be accountablefor more than profits. But regardless ofhow people feel, the most importantthing from the day is becoming part ofan ongoing discussion at Ivey.“

The other major activity of Ivey Con-nects is community consulting. Last year45 students provided business advice to15 not-for-profit agencies in areas such asstrategic planning, marketing, fundrais-ing, media relations, and information sys-tems.Wood attended one of the presen-tations made to Goodwill Industries inSarnia, Ontario. “The Executive Directortold the students that the first thing hewas going to do the next day was tohave everyone in the office read the re-port,” says Wood. “He wanted the stu-dents to know not only that it was goodwork, but it was work that was going tohave an impact on the future direction ofthe organization.”

Philanthropy is also an important partof the Ivey student experience. Last yearthe HBA Association held a Children’s AidSociety Christmas Party, a charity ball, aHallowe’en party for the Boys and GirlsClub, and a Monte Carlo Casino Night forthe Canadian Cancer Society. HBA stu-dents were also involved in a United WayYouth in Action program and the UnitedWay Stair Climb. The MBAs also have astrong record of philanthropy. The IveyGrail, for example, is a program of IveyConnects. Throughout the school year,each of the first year MBA sections com-pete against one another in a series ofevents that include a blood drive, fooddrive, and Christmas toy drive.

RING OFPOWERCORPORATE SOCIAL RESPONSIBILITY HAS ALWAYS BEEN A CENTRAL THEME AT IVEY, BUT NOW IT’S TAKING ON AN EVEN BROADER FOCUS

PROFESSOR TIMA BANSAL


Next year the MBA Association isplanning a very ambitious project – theyare building a house for Habitat for Hu-manity. The Association has committedto supply all the labour and raise the sumof $60,000 for the build, which will takeplace in London in April 2005. The home,which will be designed by MBA volun-teers who are architects, will be wheel-chair accessible. “Buildinga house is somethingphysical that you can see,”says MBAA presidentPrakash David. “Our goalis to galvanize Ivey stu-dents to get behind a pro-ject that’s really worth-while, and to do an evenbetter job of giving backto the community in thespirit of volunteerism.”

With a student body sofocused on the Ivey mis-sion, it’s no wonder that Bansal is veryexcited about the new course she is de-signing – the Individual, Corporation, andSociety. The course, which will consist offour days of activities spread over theyear, will help students become aware ofsocial issues and understand how to re-spond to them in the context of corporatedecision-making. “I don’t think that atthis point in their lives we can actually tellstudents what is right or wrong,” Bansalsays. “What we can do is to give them agreater awareness of some of the issuesand let them make informed decisions. Inthe past business schools have mutedpeople’s ability to express their moralselves. But now it seems okay to say thateconomics is not the whole story.”

The first component of the newcourse will focus on some of the mostimportant social and environmental is-sues in the world today. The secondpiece will be Ivey Connects’ CommunityAction Day. The third component willexplore how corporations contribute tothese social issues, and the fourth piecewill consist of a case study that pro-vides students an opportunity to thinkabout their own personal values, andhow to incorporate them into decision-making. “This will give them an actualdecision-making model to apply theirown moral principles and help empow-

er them to act,” says Bansal. She addsthat the course is probably one of themost innovative approaches to teachingcorporate social responsibility in anybusiness school.

The School will also offer a secondyear elective on sustainable develop-ment, taught by Professor Rob Klassen,MBA ’89. Another elective under con-

sideration, whichmay also becomep a r t o f t h e I v e yClient Field Project,would deal with them a n a g e m e n t o fnon-profit agencies.

The Ivey AlumniBoard has recom-mended that a spe-cial day be markedto focus on the his-tory and traditionsof the School. The

Richard G. Ivey day is still in the plan-ning stages, but the idea is to invite anumber of leaders who reflect the qual-ities of Richard G. Ivey – leadership, en-trepreneurship, and philanthropy.“Richard Ivey set up a charitable foun-dation in the late ’40s, long before theidea came into vogue, and the familyhas a long history of philanthropy,” saysYonemitsu. “We want our students toknow that the School was named aftersomeone who was a real leader in thearea of corporate social responsibility.”

The Ivey Ring ceremony and theRichard G. Ivey day are the result of atrue meeting of minds between theIvey Alumni Association Board and theMBA and HBA Associations. “This hasbeen a great partnership between theideas and initiatives of the students,and those of the alumni,” says Yonemit-su.“Alumni have also stepped up to pro-vide financial support, and the Dean,too, has been very supportive.”

For the students who have led IveyConnects, it’s very exciting to see Com-munity Action Day adopted as part ofthe new curriculum. “That was one ofour big goals at the start of the year,”says Wood. “It gives me great comfortand satisfaction to see the School wel-come the program and give it a per-manent home.”

In ceremonies on April 2 and 27, Ivey’sgraduating HBAs and MBAs receivedtheir Ivey rings and recited the IveyPledge. Here are some excerpts:

• I will, to the best of my ability, acthonourably and ethically in all mydealings, in the belief and knowl-edge that doing so will lead to agreater good.

• I will endeavour to act with moralclarity, grace, and nobility.

• I understand that I am now a mem-ber of a distinguished community. Iwill strive to uphold the standing ofthe community, with special obliga-tion placed on encouraging andchampioning the pursuits of my fel-low members.

• Above all, I will aspire to make apositive contribution to my society.

IVEY RING CEREMONYLAUNCHED

PHOTOS (ABOVE): (FROM LEFT TO RIGHT), YUN (MICHELLE)

ZHOU, ALPHEE BEAUCHAMP, SAREE GHOSH, GORDON ALFORD,

YONGZHI (ELLEN) HOU, ALL MBA ’04, CELEBRATE AT THE MBA

RING CEREMONY. (BELOW) DEAN CAROL STEPHENSON RINGS

KATIE MCGARRY, HBA ’04.

GLENN YONEMITSU, MBA ’89


20 Forty years ago, Terrence Donnelly, HBA’57, was practicing law in downtownToronto. A friend brought a new clientto his office – an elderly gentlemanwho wanted to buy a house in Missis-sauga. Donnelly didn’t do real estate –in fact, he’d never closed a residentialreal estate deal – but he made an ex-ception in this case. The client wasColonel Harland Sanders.

Donnelly grew up in London, On-tario and attended Ivey (then the Uni-versity of Western Ontario BusinessSchool) when it was housed in a grandold 1930s mansion just east of themain university campus. “It was like a

private club,” he says. Like many stu-dents, Donnelly sometimes found him-self wondering what he was learningthrough the case method, but when hemoved on to Osgoode Law School, hediscovered its value. “At Osgoode theyused the lecture method, but when itcame time for exams, they gave you afactual situation and asked what youwould do – it was the case method allover again.” The Ivey approach to prob-lem solving also served him well in hislater career in law and business.

Donnelly went into partnership withthe student he sat beside in the alpha-betically-arranged classrooms at Os-

FINGER LICKIN’GOODNESSTERRENCE DONNELLY LEARNED THE VALUE OF PHILANTHROPY FROM COLONEL HARLAND SANDERS

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goode, Stanley Dagneault. As younglawyers, they sometimes worried aboutmeeting the payroll and rent paymentseach month, but gradually the firm be-came established. The initial contactwith Colonel Sanders led Donnelly to aplace on the board of Kentucky FriedChicken in Canada, and the opportunityto acquire franchises. The companygrew rapidly from a handful of storesto more than 800 in Canada. Donnellyhimself owned 55 in Ontario, Quebecand Alberta, while maintaining his lawpractice.“I had excellent people,” he ex-plains. “One talent I have is the abilityto pick the right people for the rightjob and then leave them alone.”

In addition to business opportuni-ties, the Colonel also brought Donnellya unique perspective on philanthropy.“Right from day one, the Colonel ex-pected the corporation and his fran-chisees to share their success with thecommunity. He didn’t really care howyou shared it, but he expected that –and he set an example. He taught methat the best part of success is sharingit with others.”

When Harland Sanders died in 1980,Donnelly became involved in theColonel Sanders Charitable Trust, whichsupports children’s hospitals in Canada,the U.S. and Mexico. In the mid-90s, heretired from both his business and legalcareers. Accustomed to being busy, hewas concerned about how to fill hisopen schedule. He spoke to Dr. Lee Er-rett, Chief of Cardiac Surgery at St.Michael’s Hospital in Toronto and along-time friend. Errett suggested heget involved at the hospital.

Never one to do things by half, Don-nelly became a major benefactor to the

CONTINUED ON PAGE 23 >>



When Don Woodley, MBA ’70, was grow-ing up in Saskatoon, he worked at thelocal YMCA as a camp counselor and pro-gram leader, and was a volunteer withthe High Y Club. He considered a careerwith the Y, but eventually chose busi-ness.Yet a seed was planted.Throughouthis career, volunteerism and communityservice have remained a constant theme.Recently, Woodley completed a decadeof service with the Board of the Strat-ford Festival of Canada.

Woodley completed a BComm at theUniversity of Saskatchewan, then heand his wife Jan set out for Ontario. Af-ter a year working at Atlas Steel in

Welland, he applied to do an MBA. Ac-cepted at two nearby part-time pro-grams, he took the advice of his bossand mentor, Jeremy Kendall, MBA ’64,and chose the full-time program at Ivey.

The experience broadened his busi-ness knowledge and introduced him togeneral management and strategy. Healso made lifelong friends, including agroup that still attends the Stratford Fes-tival together every year. As a member ofthe MBA Association, he and his fellowstudents produced a film about theSchool. “It’s fun to watch it and see thefresh faces, horn-rimmed glasses, andbeehive hairdos,” he laughs. The movie

immortalizes a summer potluck party atwhich one ambitious cook used chili pep-pers instead of chili powder in her chili,producing an explosive taste experience.

Graduating from Ivey in 1970, Wood-ley had very clear career and personalgoals. He joined Xerox Canada in 1972,becoming National Sales Manger, Of-fice Systems in 1983 and MarketingManager in 1984. But his proudest busi-ness achievement came after he joinedCompaq Canada in 1987. He took over ayoung company with 26 employees and$50 million in revenue, leaving it tenyears later with nearly 400 employeesand $750 million in revenue. During histenure, Compaq Canada held 25 percent of the national market share andwas one of Compaq’s top performingsubsidiaries.“I take great satisfaction inbuilding organizations and teams thatnot only achieve, but excel,” he says.

From there, he was recruited to Ora-cle Corporation Canada Inc. to, as Wood-ley says, “fix a broken company.” Threeyears later, Oracle was strong and a suc-cessor was in place.Woodley left to startthe Fifth Line Enterprise, a small consult-ing practice, and focus on his volunteerand corporate board involvements.

Woodley had been a committed vol-unteer throughout his career, workingprimarily with the United Way in variouscommunities.When he joined the Strat-ford Festival board in 1994, the Festivalhad been struggling financially, and hefelt that his expertise in executing turn-arounds might come in handy. It cer-tainly did. By the time he finished histerm as Chair in 2003, the Festival hadrenovated two existing theatres andbuilt a new one. It is producing annualsurpluses, has a substantial endowmentfund in place, and is reaching newheights artistically. Two key leaders –artistic director Richard Monette and ex-ecutive director Antoni Cimolino, Exec.Ed. ’02 – have both signed long-termcontracts. “I was able to assist in re-es-tablishing the Stratford Festival as thepre-eminent classical theatre in NorthAmerica,” he says. “The organization issuccessful, and it’s going to continue tobe successful. I take great pride in that.”

Woodley says volunteerism andCONTINUED ON PAGE 23 >>

PAYBACK TIMEDON WOODLEY SAYS VOLUNTEERISM IS A GOOD BUSINESS DECISION


22

of Shawville, Quebec, the middle of fivegirls. The family moved to Ottawawhen she was starting high school andafter a rocky start, she went into a sec-retarial program. A Grade 10 Englishteacher saw her potential and suggest-ed she consider a career as a writer.Married immediately after high school,she moved around with her disc jockeyhusband, eventually settling in Londonwhere she studied broadcast journal-ism. Connell soon found that she wasmore comfortable with print journal-ism. She was hired by The London FreePress as the bureau reporter for theHuron and Bruce counties region. Onreturning to the paper’s London news-room, she worked as a senior reporterand columnist.

Although she covered a broad rangeof issues, Connell’s primary focus waswriting on women’s issues and socialservices. This interest exposed her tothe youth court system.“It’s a fascinat-ing place to be, because it’s where yousee how the system can fall apart forfamilies,” she says.“You get some greathuman stories, and can put into con-text some of the unintended conse-quences that government policies haveon individuals and families.”

Connell moved into increasinglysenior positions, eventually becomingeditor of the newspaper. At thatpoint, she realized she needed toknow more about the business side ofthe organization, and signed up forIvey’s Executive MBA program. It wasa very different environment from thenewsroom. “My view of the world,and the way I looked at social issuesand the responsibilities of businesswere very different from a lot of myclassmates.” She adds: “It was also thehardest work I’ve ever done!” Con-nell’s involvement with the Universityof Western Ontario has continued, asshe is now vice-chair of Western’sBoard of Governors.

Two years after completing theIvey program, a friend told Connellabout the job at United Way and sug-gested she apply. Although she hadalways seen herself as a journalistbred in the bone, she couldn’t resist

Many journalists avoid getting involved incommunity service, concerned that it willintroduce bias into their reporting. ButHelen Connell, EMBA ’96, former reporterand editor of the London, Ontario dailynewspaper, never took that approach.

While her career in journalism de-veloped, she was also a very commit-ted volunteer, starting on the boardof the local Big Sisters organization.“Serving on that board was one of thebest things I ever did,” she says. “I got

to meet some amazing people, andlearned a lot about fundraising, gov-ernance, and being efficient and ef-fective with my time. I had a chance topractice leadership skills that I mightnot have had in my own workplace.”Today, as Executive Director of theUnited Way of London and Middlesex,Connell encourages corporate leadersand their employees to enjoy thesame benefits.

Connell grew up in the small town CONTINUED ON PAGE 23 >>

LEADINGTHE WAYFORMER NEWSPAPER EDITOR HELEN CONNELL BELIEVESVOLUNTEERISM HELPS DEVELOP LEADERS


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philanthropy have benefits for anybusiness leader. “It goes beyond thewalls of your day-to-day business andyour balance sheet, to a considerationof what your role in the communityshould be,” he says. “It’s not only goodfor the individual, it’s good for the or-ganization.” Socially active companiesenjoy a better reputation, and in manycases, more loyal customers. They aremore likely to be seen as leaders andground-breakers. Involving employeesleads to more team spirit, and en-hanced employee and customer satis-faction. “There’s a real payback,” hesays. “You can’t measure it, but thatdoesn’t mean you shouldn’t do it.”

Woodley believes small and medium-

hospital, donating more than $9 millionsince 1996. In 1999, he contributed $5million to a hospital in his hometown,London Health Sciences Centre, to sup-port the creation of a women’s healthfacility named for his 90-year-old moth-er. Then in 2002, he gave $5 million to aproject at the University of Toronto, theCentre for Cellular and Biomolecular Re-search (CCBR). In June, he announcedanother $8 million gift to the project,which will be named in his honour.

Donnelly himself has rarely known aday of illness, but his interest in health-care is profound and passionate.“As yourlife unfolds,” he says,“you become moreand more aware of the number of peo-ple who, through no fault of their own,do not enjoy perfect health.The greatestwealth a human can possess is goodhealth.” He is excited by the progress be-ing made in medical science since thesequencing of the human genome, andenvisions a time when the role of hospi-tals will change, from caring for the ill, topreventing illness and disability. “Theway forward is a long journey of discov-ery. I’m fortunate to be able to help theprogress on that journey.”

But Donnelly doesn’t simply writebig cheques: he also follows his moneyinto action. “You have to be involved,”he says.“It just adds to the pleasure andsatisfaction to see the money well in-vested in things that are going to makea meaningful difference in the lives ofpatients.” He has been involved in everydetail of creating pleasant, home-likelounges for patients at St. Mike’s, evencollecting paintings to hang on thewalls and dropping by three or fournights a week to tidy the magazinesand feed the fish in the aquariums. Heis also working closely with the scientif-ic directors of the CCBR project to devel-op a sculpture as a focal point.

For Donnelly, philanthropy is a pri-vate matter. “Corporations give awayshareholders’ money,” he points out.“It’sa question whether that’s what corpora-tions are about. I think it’s up to individ-uals to recognize that we’re all here for ashort period of time and make sure ourlives count for something.”

the opportunity to pursue her passionfor community service.

Connell inherited a strong organiza-tion and has made it stronger, takingthe annual fundraising campaign over$5 million for the first time ever in 2001and adding to the total each year sincethen. The organization currently sup-ports more than 75 programs and ser-vices at 40 community agencies. LikeUnited Ways in communities acrossCanada, it brings together manage-ment and labour in a unique partner-ship.“The two sides disagree on a lot ofthings,” says Connell, “but they areequally strong and equally committedto building strong communities.”

Part of Connell’s job is to get Londoncompanies involved in the United Way’sannual campaign. She believes that’sdone best by seeing it as a two-waypartnership. “We listen to what thecompanies’ needs are, rather than sim-ply going in and telling them what thephilanthropic needs are,” she says.“Some companies want to involve theiremployees and see them recognized.Or they may be looking for ways to tiein with their brands and markets. Wecan do that.” One local company, Lon-don Life Insurance, sponsors a YoungLeaders program that places young

sized firms should become more in-volved in community service and volun-teerism.“It’s an opportunity for them totake a leadership position in their com-munities and with their employees.”

Today, Woodley sits on four corpo-rate boards, including TELUS and SteamWhistle Brewing. Although he is imme-diate past chair of the Stratford Festivalboard, he remains involved in fundrais-ing while taking up a new set of re-sponsibilities with the Sick Kids Hospi-tal Foundation Board in Toronto. “As avolunteer, you receive more than yougive, in terms of your personal develop-ment, what you learn and the friendsyou make,” he says. “I’ve been involvedin some outstanding organizations -- Ipinch myself sometimes when I thinkhow fortunate I am.”

>> DONNELLY CONTINUED FROM PAGE 20 >> WOODLEY CONTINUED FROM PAGE 21

>> CONNELL CONTINUED FROM PAGE 22 people on not-for-profit boards whileoffering them training in key board-room responsibilities. “It’s a win-win,”says Connell. “It gives participants achance to develop the skills, and it pro-vides youthful voices on boards.”

The United Way’s “loaned represen-tative” program is also a big hit with lo-cal businesses. Last year, 17 employeeswere seconded to work on the cam-paign from September to December.The experience develops new skills in awide variety of areas. Says Connell:“Wealways say, ‘Send us your best. We’llgive you back somebody better’!”

For senior executives, volunteeringon the campaign cabinet and in otherkey roles is an opportunity to networkwith other businesses, connect withcustomers and employees, and show-case the strength of their organiza-tions. It’s a way, says Connell, to demon-strate that they are responsiblecorporate citizens, committed to build-ing the kind of community their staffand customers deserve.

Recently, Connell’s organization heldits annual Caring Awards, recognizingthe outstanding voluntary and philan-thropic efforts of local businesses andorganizations.“For the companies whoreceived awards, giving back to thecommunity is part of their values,” saysConnell.“It’s also part of their success.”


24

view of their customers’ competitivelandscape – which they can use to addvalue for customers and create advan-tage for their company. Vandenboschrecently took over from Rick Robert-son as Director of the HBA programfor a three-year term. He has threechildren between the ages of 13 and18, and enjoys playing pick-up hockeyin his spare time.

What did you enjoy about the HBAprogram?

Mark Vandenbosch,HBA ’84, is definitelyhomegrown talent:when he was born, hisfather was caretakerof Brescia College andthe family lived in afarmhouse overlook-ing the Western cam-pus. He attended theHBA program at Ivey,then worked in mar-ket research. When hereturned to the Schoolto meet with Profes-sor Jim Erskine, MBA’67, about doing anMBA Direct, Erskinet o l d h i m t h a t h eshould do a PhD in-stead. Vandenboschfocused his doctoralresearch at the Uni-versity of British Co-lumbia on competi-t i o n i n c o m b i n e dproduct and servicefirms. He returned toIvey as a professor in1991. In his current re-search, he developsconceptual models forcreating competitiveadvantage. For exam-ple, in a recent articlein the Sloan Market-ing Review, he andcolleague Niraj Dawarpointed out that sell-ers have a “hidden ad-vantage” – a broader

The HBA changes the way you thinkand opens you up to a lot of reallysmart people. It’s an engaging at-mosphere, and it gives you the capa-bility to take advantage of opportu-nities, no matter what the economicclimate is.

What is your approach to teaching?I want to challenge my students. Ispend time questioning what theycome up with, trying to get at whythey are thinking what they are

Proffile

A conversationwith Mark Vandenbosch Director of the HBA program


25


the other hand, it’s a unique opportu-nity for undergraduates to have agreat learning experience. They learnabout themselves, how to think, howto make choices that will serve themwell in many areas of life.

What’s changing in the program?The HBA curriculum is being re-viewed. It’s not as significant as theMBA review, but we are trying to addsome elements – an emphasis oncorporate social responsibility, moreprogram events, a microeconomicsfor managers component. We’re alsotrying to re-balance what studentsare learning and when. In secondyear, we’re developing a core compo-nent around leadership that will pre-

pare students to jumpstart their ca-reers. We’re also working towardbroadening the student body, andwill be redoubling our efforts to re-cruit nationally, at least. One of mygoals is to be able to demonstratethe quality of our students, both na-tionally and internationally. We’recurrently working on some ideas fordoing that.

Why add a fourth section?Primarily because there’s a muchlarger pool of qualified candidates.That’s a result of the “double co-hort”(caused by the elimination ofGrade 13 in Ontario), a higher overallparticipation rate in post-secondaryeducation, and the demographicpressure of a second generation ofbaby boomers. The popularity ofbusiness programs has also grown,and Western has done a good job ofattracting top quality students tothe university. One of the percep-tions the HBA program has con-stantly fought against is that it’s

thinking. I’m more interested in theprocess of thinking through an idea,than the idea itself.

Why were you interested in being Di-rector of the HBA program?I believe in the program and I thinkit ’s something worth protectingand growing.

What makes the program unique?The HBA is truly integrated. That’s ahard thing to explain, but it meansthat we bring business to the studenton a flow basis, orchestrating whenthey get different topics. Being in thesame classroom with the same stu-dents all year, students get to knowand trust one another. Other pro-

grams are really a collection of cours-es – this one is a totally integratedlearning environment. That provideshuge value that students don’t fullyrecognize until they leave.

A significant portion of the HBAconsists of what we call “programevents” – learning activities thataren’t dedicated to any one course,but deal with issues important to agood business education – corporatesocial responsibility, for example, orcareer management. Because we con-trol the students’ location and sched-ule, we can fit in these cross-discipli-nary elements in a way that otherschools can’t.

Is the HBA important to Ivey?It depends on how you look at it. Onthe one hand, it’s an expensive pro-gram to run, even with the highesttuition in Canada. We spend a lot oftime with students, put top qualityfaculty into the classrooms, and pro-vide students with a lot of IT, careermanagement and other services. On

impossible to get in. As a result,many qualified people don’t apply,and that’s a shame.

C a n y o u m a i n t a i n t h e c u l t u r eand level of service with a fourthsection?From an educational perspective,the first-year HBA program is reallyfour small business programs –each section runs separately, soclass sizes won’t grow. We’ve in-creased our investment in the pro-gram office, career managementand IT. The exper ience wi l l notchange. In fact, with the new cur-riculum it will be enhanced.

What about the quality of stu-dents coming into the expandedprogram?We are committed to not loweringthe entrance standards. If qualifiedstudents don’t show up at the door,we’ll have smaller classes. Our onlyother experience is moving fromtwo to three sections, and the datafrom that transition all points to thequality going up.

Will there be jobs for the larger co-hort of HBA students?That’s a big question students willa l w a y s h a v e . C l e a r l y, w e c a n ’ tpromise anyone a job. But I believethere’s going to be a huge growthin the need for this type of gradu-ate, especially as baby boomersstart retiring. When we had twosections, some recruiters chose notto come to Ivey because the pool ofcandidates was too small, so addinga section may actually increase thenumber of interested companies.

It’s important to recognize thatthe way people get jobs has changeddramatically. Long gone are the dayswhen someone showed up on cam-pus and hired you. Students have tobe proactive – they have to go outand get the job they want, believingstrongly in the skills an HBA givesyou. Through our career manage-ment module, we’re preparing stu-dents for the challenge of activelymanaging their careers.

Other programs are really a collection of courses –

this one is a totally integrated learning environment.


26

and Don Lang, HBA ’80, first conceivedthe idea of the Tapp Chair in Leader-ship. Says Lamoureux:“We saw that wecould honour Larry and what he ac-complished for the school while usinghis accomplishments as a catalyst toraise funds for the Dean’s office.”

T h e n e x t s t e p w a s a c a l l t oRichard M. Ivey, HBA ’47, LLD ’79,whose family had made a major giftto the School just as Tapp was takingthe reins. The idea resonated withthe family, who made a commitmentof $1.5 million to the project. “TheIvey gift was a tremendous endorse-ment,” says Luba. “The significantcontribution they made in 1996

Larry Tapp was a different kind ofDean for Ivey – an entrepreneurand corporate leader, yet also a tal-ented educator. A fresh pair of eyes,respectful of but untrammeled bytradition. A force to be reckonedwith, both within the School and inthe broader business community. Aman of clear vision and relentlessenergy.

Tapp pushed the Ivey BusinessSchool to new heights. Under hisleadership, the School expanded toinclude a campus in Hong Kong, tookits rightful place among the top-ranked business schools in the world,increased research output significant-ly, hired dozens of outstanding newfaculty members, and raised morethan $75 million in private funding.

“As Dean for eight years, Larrywas a transformational leader at atime when nothing less would havesufficed,” said Richard W. Ivey, HBA’72, recently. “He led with courage,vision and execution.” Gilles Lam-oureux, MBA ’66, a member of theIvey Advisory Board, agrees. “LarryTapp’s contribution was huge. Hemade all of us more aware of thefact that business education is aglobal, not a regional business. Hetaught us to dream bigger dreams,and elevated our game.” Fel lowboard member Bob Luba, MBA ’67,puts it another way. “What set Larryapart as a leader? In a word, pas-sion. He energized the School andinspired a passion for excellence.”

It was with those contributions inmind that people like Lamoureux, Luba,

helped push the School into the fore-front. To step up at the end of Larry’stenure and show that they werepleased with the School’s progressand wanted to recognize his effortswas very meaningful.” It also set anexample for other donors to follow.Says Lamoureux: “The presence of alead gift of significant size, particu-larly from people as prominent andgenerous as the Iveys, made all thedifference. The psychological impactwas enormous and it made the restof the project much easier.”

The ‘rest of the project’ involvedLuba, Lamoureux, and fellow vol-unteers Jim Hunter, MBA ’76, and

Tapping into greatness

Development

The Lawrence G.Tapp Chair in Leadership will support excellence for many years to come


27


back to society – he’s a very gener-ous person.” It was clear, however,that Ivey couldn’t continue to recruitleaders of Tapp’s stature without ad-ditional resources. Says Luba: “TheTapp Chair will allow the currentDean and those who come after hersome funds to manage and operatethe School in a way that will make itmore competitive and bring it to ahigher level of excellence.”

The Lawrence G. Tapp Chair inLeadership was announced at a cere-mony at the School’s London, Canadacampus on June 1. Richard W. Ivey,who represents the third generationof the Ivey family to enjoy a close

Anthony von Mandl approachingAdvisory Board members, other keys u p p o r t e r s o f t h e S c h o o l , a n dTa p p ’s a s s o c i at e s i n t h e l a rg e rbusiness community for support.Their hard work bore fruit: in all,more than $800,000 was raised, tocreate an endowed fund of $2.3million. The names of all donorsare l isted on a plaque that wil lhang in the Dean’s office.

Part of the inspiration for theChair comes from the fact that LarryTapp accepted a compensation pack-age far below a private sector stan-dard. As Lamoureux puts it, “Thatwas his way of continuing to give

association with the School, spoke ofthe changes that have revolutionizedbusiness education over the pastdecade. “Our contribution,” he said,“is meant as a legacy to honour theoutstanding job that Larry did dur-ing his time as Dean, transformingthe School during a period of extra-ordinary change. Every Dean whosucceeds Larry will be inspired by hislegacy.” Richard M. Ivey also spokeglowingly of Tapp’s contributions.“To me the important word in the ti-tle is ‘leadership,’” he said. “I believeit reflects the respect that the facul-ty and staff of the School had for theleadership that Larry provided dur-ing his tenure as Dean.”

What does it mean to be hon-oured in this way? “The Dean’s jobcomes with a lot of aggravationsand very few tangible rewards,”says Luba. “This is a feather in Lar-ry’s cap and a sign of appreciationfrom the community with which heworked closely.” Adds Lamoureux:“Larry isn’t one to seek to have hisname on a wall – that’s not whatdrives him. But he put eight yearsof his life into this School, and hadan enormous impact, and I thinkhe’ll be very pleased to have hiscontribution recognized.”

In accepting the honour, Tapp wascharacteristically modest, using theoccasion to reiterate a familiar andheartfelt theme. “Canada needs aworld class business school if it wantsto retain its position in the worldeconomy,” he said. “We cannot affordto have mediocrity, or we as a countrywill lose the best and the brightest. Iam very pleased to see so many Cana-dian business schools now rankingwith the best in the world. But thereis no question in my mind whereCanada’s greatest minds come tostudy and teach.”

FROM TOP:(FROM LEFT TO RIGHT) LARRY TAPP, CAROLSTEPHENSON, BERYL IVEY, BA ’47, LLD ’97,RICHARD M. IVEY, HBA ’47, LLD ’79,RICHARD W. IVEY, HBA ’72, AT THE RECEPTION HELD TO ANNOUNCE THE LAWRENCE G. TAPP CHAIR IN LEADERSHIP

RICHARD M. IVEY, GLENN YONEMITSU,MBA ’89, EXECUTIVE DIRECTOR IVEY ADVANCEMENT, RICHARD W. IVEY


CLASSOF2004

A NEW CROP OF IVEY GRADUATES RECEIVED THEIR RINGS AND DIPLOMAS RECENTLY, AND SET OFF TO CHANGE THE WORLD. WE ASKEDSIX OF THEM TO TAKE A MOMENT TOREFLECT ON THEIR EXPERIENCE


29

Julia Knoxare times – like when you get yourfirst 48-hour report back and themark is bad – when you feel a littledown. But the key thing for me was tore-motivate myself and stay involved.What Ivey teaches you is that you re-ally can handle a lot of new concepts,a heavy workload, a lot of stress.

Apart from that, what are the mostimportant things you learned?The value in team work. The fact thateveryone has something positive tocontribute. The importance of build-ing good, honest relationships.

Why did get involved in so much at Ivey?You have to give back to this program.So much of the value that each stu-dent takes away is from student-ledinitiatives, so there have to be stu-dents who are willing to give back.You get really passionate people in-volved in Ivey, and they want to make

THE JULIA FILE

BORN Ancaster, OntarioBEFORE IVEY competitive jazzand ballet, Community YouthCouncil, Students’ CouncilAT IVEY Career ManagementCoordinator; member of Ivey’sall-female winning team in theMonitor Case Competition inChicago, and traveled to HongKong with her team to competeat the international level;member of a group thatgathered student input on the proposed expansion of theHBA program; President of theUWO Young LiberalsNEXT STEP Monitor Group,Toronto in September

What were those first few days in theHBA program like? There’s so much hype about the pro-gram, you really don’t know what toexpect . I think everyone’s fearfulabout where they’ll fit in. Am I smartenough? Will I make friends here? It’soverwhelming.

The last few days?It’s a community, a family. There’s nota single person in your class that youdon’t know. Everyone is laughing,making fun of each other. I lookedaround and thought, this is reallywhat it’s all about – getting to knowpeople and building relationships.

Did you ever wonder if you’d madethe right decision?No, I always knew it was right for me. Ilove the learning style and the pro-fessors. My classmates were out-standing and the assignments reallypush you to learn and develop. There

HBA ’04

sure that every effort they put to-wards extracurricular activities is ofthe highest caliber.

Any advice for incoming students? Put 100 per cent into everything youdo, re-motivate yourself when you’redown, and remember that at the endof the day, everyone is extremely suc-cessful here.

What will you and your fellow alumnitalk about when you come back foryour 25th reunion?Tales of funny things that happenedin class, or at social events. The for-mals, the Business Games, the Har-vard UN trips. Hanging out at the sec-ond floor and third floor benches.Endless hours in the library. Endlesshours on MSN and the Internet, inclass! The importance of classmatesand the value of forming good rela-tionships with them. And the impor-tance of giving back.


James Kim

THE JAMES FILE

BORN Toronto, OntarioBEFORE IVEY basketball,baseball, volleyball high school teams, Students’Council AT IVEY HBA AssociationPresidentNEXT STEP Teachers’Merchant Bank, Toronto

HBA ’04

What were those first few days in theHBA program like?I had some negative feelings coming in-to the program – I thought it would befilled with academics but maybe nothave the social atmosphere and thekind of people I like to get involvedwith. The first day, you’re a little bit in-timidated because you know it’s a toptier program. But the HBA Associationdid a great job with orientation – mak-ing everyone feel at home right fromthe get-go.

The last few days?Many of my closest friends are from Ivey.It’s been a great experience.

What are the most important things youlearned at Ivey?I’ve learned so much academically. Forexample, I’m going into merchantbanking, and I didn’t even know whatmerchant banking was two years ago!I’ve also learned not to have precon-

ceived notions of what to expect, andalways to have an open mind.

Why did you want to be HBA AssociationPresident?In first year, I felt that because of thehigh tuition, students had high expecta-tions and sometimes weren’t completelysatisfied with what Ivey offered. I wantedto make a difference, so I focused onmaking sure that every event or activitywe did was at the highest level.

What did you learn from the experienceof being President?One thing I learned is that I take great sat-isfaction from seeing happiness in others.It was a very successful year -- everythingran smoothly and there weren’t manycomplications or roadblocks. I felt goodseeing what a good year everyone had.

I also learned that you have to trustthe people you work with, and give themthe leeway to make mistakes – and thatthere are times when you need to dis-

cuss things as a group, and times whenyou have to make an executive decision.

Any advice for incoming students?Get involved with the program – thereare lots of great opportunities to doyour thing here. Have confidence inwho you are, and don’t be afraid tospeak out. Don’t second guess yourselfabout coming into this program – it’s agreat program, with tremendous value.

What will you and your fellow alumnitalk about when you come back foryour 25th reunion?As students we sometimes wonder ifwe’re really going to use everything we’relearning,but 25 years out, I’m sure we’ll betalking about how applicable and relevantthe program is. And of course we’ll talkabout what we’ve been up to. I’m surecareer paths will be completely differ-ent from what we’re planning right now,but that most people will be successful,and doing what makes them happy.


31

BRIA

N H

ILLIE

R

Jamie Sokolsky

THE JAMIE FILE

BORN Toronto, OntarioBEFORE IVEY Played in theOntario Hockey League from age 15, selected by thePhiladelphia Flyers in the 1995NHL draft, completed degree in economics at the University of Waterloo entirely by correspondence, while playingprofessional hockey, played inRussia during 2001-2002.AT IVEY Played on UWO varsityhockey team, 2003-2004NEXT STEP TD Securities, salesand trading division, Toronto

MBA ’04

Why leave pro hockey for the MBAprogram?I always thought I’d play until I could-n’t play any more. Then I hurt my neckand the doctors thought it was a veryserious injury. It turned out a couple ofweeks later that it wasn’t as serious asthey thought, but by then I had puttogether an application to Ivey. When Iwas admitted, I decided it was timeto move on.

What was it like starting your MBA atIvey, with no on-campus undergradu-ate experience?The transition was pretty difficult atfirst. It didn’t help that I had no con-ventional business experience. I spentthe first couple of months jugglingthe different concepts in my head be-fore I had the building blocks to buildmy own thoughts and ideas.

And by the end of the program?With the case method, you don’t real-ize what you’re learning until you getto the end. After two years, I’m at the

point where I can think in the lan-guage of business, and put forwardmy own thoughts. And I’ve got friendsthat I’m sure I’ll have for the rest ofmy life.

What will you take away with youfrom Ivey?A fundamental understanding of busi-ness in all areas. The strength of thefirst year program is the broad-basedcurriculum – understanding the wholepicture of business helps you under-stand smaller parts of it.

Was it difficult combining the MBAprogram with playing varsity hockey?It was a bit of a challenge, with theroad trips, and practices every day. ButI’m most happy when I’m busy, so itwas actually a great year.

With both the player and businessperspective, what do you think it willtake to resolve the player-owner con-flict in the NHL?There needs to be more communica-

tion on both sides. The players don’treally have a great understanding ofthe business of hockey. There’s defi-nitely some disparity between theCanadian and U.S. markets, and playerswant to be compensated the same, re-gardless of where they play. But theNHL doesn’t have the big TV packages,like baseball and football. The ownersand players have to try to see thingsfrom each other’s perspective. There’sgot to be some kind of compromise.

How does your hockey experiencetranslate into your new career?I think sports has really taught me theimportance of teamwork and ac-countability. As an athlete you learnto deal with unexpected emotionalswings in high-pressure situations. Ithink those experiences will be veryvaluable when I’m working on a trad-ing floor. The trading environment isalso fast paced and competitive, andproper preparation can make the dif-ference between winning and losing –much like hockey.


Kelsey Kitsch

THE KELSEY FILE

BORN Kelowna, B.C.BEFORE IVEY BA, University ofVictoria, worked as estimator andproject manager on constructioncontracts throughout theCaribbean, launched ThinkMediaLtd., a “communication network foruniversity clients,” with her brotherAt Ivey Co-executive DirectorStudent Ambassadors, SocialEvents Executive, Co-Chair Re-ori-entation Weekend, SenateMember, Co-Chair of the LaundryProduction, Co-Chair Ivey ConnectsNEXT STEP LEADER project, thenconsidering options withIntrawest and Ivey BusinessConsulting. Also developing ideasfor new businesses with a fellowIvey graduate and her brother.

MBA ’04

Construction is a non-traditional careerpath for a woman. What did you enjoyabout it?There is actually a product, and thepeople you work with are amazing, re-al salt-of-the-earth types. It’s very in-tense – if something goes wrong, youhave to stay and you could be at workfor two days straight. When your con-tract is finished you could be out ofwork until the next project comesalong, so it’s exciting.

What were your first few days in theprogram like?I thought that the people would allbe business sharks – all about mak-ing money and the thrill of the deal.The first couple of days, when youput your hand up, your hear t ispounding.

And by the end?I honestly feel I could roll out of a sleep-ing bag in here. My car is in the parking

lot from 7 a. m. to 7 p.m., every daywithout fail. This is my home.

Why did you get involved in so much?Student leadership is so important inthe School – 50 per cent of my experi-ence is a direct result of things thatstudents have done to make activitieshappen. I want to leave this place anotch better than I found it. The facultyand administration are so welcomingof new ideas. The Student Ambassadorprogram is my number one passion, be-cause it gives students a say in the ad-mission process. That’s huge.

What are the most important thingsyou learned at Ivey?People matter most. Everyone hassomething different to bring to thetable and you have to be open to whatthose things may be. If you see a prob-lem, figure out a way to fix it. Initia-tive, concern and passion go a reallylong way. Be confident in what you

know, and confident enough to knowwhat you don’t know. The learningnever stops.

What will you and your classmates talkabout at your 25th reunion?We might spend a little time talkingabout cases, but for the most part we’lltalk about the hockey tournament, theLaundry Production, and when inter-viewing got behind and we had to do100 interviews over the weekend – allthe extracurricular stuff. The freedomthe school allows you. The fact thatprobably at no other time in our liveswe will be surrounded by so manyamazing people. The fact that we haveall achieved success by our own defini-tion, whether we’re CEO of Coca-Colaor running a fishing lodge.

Final comments?Just a thank-you to my parents andbrother – they are the ones who inspireme to achieve!


33

Paul Royal

THE PAUL FILE

BORN Ottawa, OntarioBEFORE IVEY Worked in construc-tion after high school, moving upin the industry from labourer toproject manager commercial con-struction over the course of sixyears; admitted to Dalhousie lawschool after one year undergradu-ate, practiced with Stikeman, Elliottin Vancouver, joined Orion BusIndustries as assistant to the gener-al counsel, rose to Executive VicePresident in four yearsAT IVEY Studied at the School’sMississauga campus while workingfull-time and raising three childrennow 2, 4 and 7. Wife is a tax lawyer.NEXT STEP Started job as VicePresident, Commercial, AlgomaSteel Inc. in April 2004

EXECUTIVE MBA ’04

What was it like going back to univer-sity after working for many years?There’s a whole new feeling of freedomas a student. You appreciate that there’sa lot more to think about than the is-sues you are confronted with in yourday-to-day job. It was a fantastic experi-ence, and one that made me feel verypositive about education.

Why did you leave the practice of law?I discovered very quickly that law wasn’tfor me. It’s a great profession, I reallyenjoyed it and I met some great people.But in the long run I knew that my per-sonality wasn’t suited to the profession.

You were doing well at Orion. Why anExecutive MBA?Hitting the senior level of managementin a large corporation without any for-mal business training, I felt unprepared.Management is a profession and youneed to be properly trained to appreci-ate the tools that are available to you to

get the job done right. Some of what Ilearned reaffirmed my instincts, but theprogram provided insights into areas Iwouldn’t even have thought about.

How did you fit it all in?I was really worried about how I wouldhandle the time commitments when Ifirst went into the program. But myemployer was very supportive, and mykids are young enough that they go tobed early, allowing me time to work atnight. You become more efficient asyou move through the program. If youhave a compelling urge to learn, thenyou find a way to make it work.

Why Algoma?Algoma has great employees and highquality products. The building blocks arethere for it to be a world-class company.Algoma has come a long way in the lastfew years but there is still a lot of workto be done. Coming to Algoma fromoutside the steel industry is an advan-

tage because it provides me with theopportunity to apply different thinkingto the issues Algoma is facing.

What will be your most importanttake-away from Ivey?You really have to approach your busi-ness career as a lifelong learning event.There’s a huge amount of research andthinking that goes on in the field ofmanagement, and it’s important to beexposed to that new knowledge on anongoing basis.

Any advice for someone considering anExecutive MBA at Ivey?Ask yourself if you feel a compelling in-terest in learning. If you’re going intothe program because you’re not surewhat to do next, or because you’re beingpressured by an employer, it may not bethe right decision. If you want to explorethe academic side of business and im-prove your skill set, then it probably is.


34

Benson Pau

THE BENSON FILE

BORN Hong KongBEFORE IVEY Started work at 17;launched own trading business in1980 with capital of $HK40,000; cur-rently Wings Trading (HK) Limitedhas 70 employees and exports to 40countries in the Middle East, Europe,South America and North America;in 1998, founded a charitable organi-zation to support children with can-cer and their families; has twodaughters, both at university in U.K.AT IVEY Helped organize a charitydinner in 2003 and a charity hike in2004, in support of “Sowers Action,”a non-profit organization focused onproviding education for poor chil-dren in ChinaNEXT STEP Use his new knowledgeto grow his company

HONG KONG EXECUTIVE MBA ’04

What inspired you to start a charitableorganization?My son Brian was diagnosed withleukemia when he was three. Over thenext seven years, my wife and I did ourbest to manage a difficult situation in apositive way. Even though he was in andout of hospital, we had a lot of goodmemories and joyful times with him.When he passed away in 1998, we startedan organization to support other child-hood cancer patients and their families.

Why did you want to do an ExecutiveMBA?By the late 90s, the business had grownto a size that I felt I needed more knowl-edge and skills to support my peopleand keep the company growing. I alsohad some highly educated people work-ing for me, and I saw a need to upgrademyself so that we could speak the samelanguage and work well together.

What did you enjoy about the Iveyprogram?

The quality of the faculty members. Thecase study method, which helps you toapply what you are learning. The multi-national mix and diversified experienceof the class. The projects based in myown company, which were all very use-ful. And the charitable activities we didas a class – two special events thatraised HK$150,000 to help Sowers Ac-tion build a school in rural China, andstrengthened the bond of the Ivey com-munity in Hong Kong.

What’s next for your company?We are preparing a new charitable pro-gram for young cancer survivors. Weknow that many children drop out ofschool or study very slowly because oftheir sickness, so when they start workat 17 or 18 they have problems. We wantto offer two internship places in ourcompany, to help them prepare them-selves to work in the real world. If weare successful, we hope that many oth-er corporations will get involved too.

On the business side, my target is to

grow the company to at least twice thesize. In the longer term, perhaps 10years from now, I hope I can split mytime equally between business andnon-profit organizations.

What are the most important thingsyou gained from the EMBA?That if you want to do difficult thingswell, you must really enjoy them. Persis-tence is also important. From a businessperspective, I learned a lot in the organi-zational behavior area. I realized that asan entrepreneur, you can’t do everything.You have to have a plan to develop yourpeople and grow your company.

Your advice to someone consideringthe program?The EMBA not only advanced my ownlearning, it also affected others in mycompany. Seeing how I applied my learn-ing to solve problems within the compa-ny really aroused their interest to ac-quire further education. I felt it created agood model and a learning atmosphere.


Ivey Lives RememberedHarrison McCain, 1927-2004

Harrison McCain, C.C., O.N.B.,co-founder and FoundingChairman of McCain FoodsLimited died on March 18,2004, in Boston. He directedthe growth of McCain Foodsfor 48 years, as it grew from asmall French fry processingoperation in Florenceville, NewBrunswick, to the world’slargest producer of French friesand a $6.4 billion a year inter-national frozen food company.During his career, Mr. McCainsat on many boards of direc-tors, including the Bank of

Nova Scotia, Petro-Canada, theIzaak Walton Killam Children’sHospital, and Junior Achieve-ment of Canada. He won manyhonours, including the Canadi-an Business Statesman Award,Financial Post Chief Executiveof the Year, and Canada’s inau-gural Entrepreneur of the YearLifetime Achievement Award.He was named a Companion ofthe Order of Canada in 1992. In2001, he and his brother Wal-lace were co-recipients of theIvey Business School BusinessLeader Award.

IN MEMORIAMGeorge Christopher Campbell,HBA ’39

Norwood Featherstone Leach,HBA ’43

Kenneth Richard Bennet Good,HBA ’53

Nick Charles More, HBA ’54

Barrie Ray Turner, MBA ’58

Grant Alexander Beaver,HBA ’60

J. Raymond Beaulieu,Exec.Ed. ’65

Brian Arthur Kimberley, HBA ’66

Ian Stewart Spencer, HBA ’67,MBA ’73

Peter Franklin Jeffery, HBA ’76,MBA ’82

Howard Douglas Teall, HBA ’77,MBA ’84, PhD ’87

Kathryn P. Markoff, Exec.Ed. ’93

Brent Mckay Bailey, MBA ’94

Jimmy Abouchakra, MBA ’03

The following is an extractfrom the eulogy delivered byformer Premier of NewBrunswick Frank McKenna.

Harrison McCain was a global-ist before the word was eveninvented. He knew that he hadto buy and process French frieswhere people grew them, andhe had to sell them where peo-ple ate them.

He also knew that the loca-tion of a head office really doesmatter. He ferociously resistedany suggestion that the headoffice should be moved to

Toronto or even further afield.In fact, Harrison did just thereverse. He piled everything hecould into New Brunswick. . .

Harrison McCain was thequintessential Canadian busi-ness leader. He was committedto fiscally prudent but compas-sionate and generous publicpolicy – provincially and nation-ally. He loved this country, heloved its history, he loved itsvalues, he loved its diversity.. . .

Harrison McCain had a raregift – command presence. Anentire room would light upwhen he entered. He was a dri-

ven man and you could feel theenergy pulsating from him. . .He had the most wonderfulsmile. His whole face wouldlight up and you would smileyourself from the sheer joy ofbeing in the presence of such acharismatic and caring man.Looks, however, could be decep-tive. Sometimes he remindedme of a shark – you weren’tsure if he was happy to see youor he intended to eat you. . .

There was something inHarrison’s DNA – something inhis genetic make-up – thatallowed him to overcome every

adversity and disadvantage tobecome of the world’s greatentrepreneurs.

The lesson is that failure isnot pre-ordained. Large citiesand wealthy countries do nothave a monopoly on a strongwork ethic and entrepreneurialdrive. In spite of occasionalbusiness reverses and familytragedy, Harrison did not wal-low in self-pity.

The message of HarrisonMcCain is that a strong mindand a resolute heart can over-come any disadvantage – noheight is unattainable.

Summer04 InTouch 7/8/04 2:02 PM Page 53

started writing – a guide to solvingbusiness dilemmas using 2 x 2 matri-ces. He needed some fresh horsepowerto get the project into high gear. Pick-ing up on Alex’s passion for the materi-al and serious intentions, I joined up.

Since Alex had co-authored severalbooks, was an experienced consultant,was well-connected, and versed in jazz,I felt this was an opportunity I couldn’tpass up. Less than a month later PhilHood joined the team.

Initially my work was task driven – Ihad specific research objectives. Withina few months, though, I began engag-ing in ever-deepening discussions

about content, which over time helpedshift our group dynamic towards morepeer-based relationships. In addition

to learning from Alex andPhil, I found myself chal-lenging their points ofview in areas, bringingnew ideas to the surfacefor debate and inclusionin the book.

Throughout history,young people have beenbrought into professionsafter apprenticing withleaders. Continuing thetradition, some firms inSilicon Valley rotate MBAsinto six-month terms asassistant to the CEO.

At its core mentorshipis bi-directional. An exec-utive gets access to thefresh perspectives and in-sights of a talented, am-bitious young person un-spoiled by experience.The apprentice benefitsfrom the mentor’s expe-rience – receiving feed-back on work, guidance,network access and ex-

In August 2002 I was a fresh victim ofthe DotCom bust. My first job aftergraduation had lasted a mere 16months, and I found myself once morere-examining my interests and motiva-tions before looking for a new job. Thatwas when I received a call from AlexLowy, one of the past owners of my oldfirm. He wanted to meet over coffee.

After catching up, Alex presentedme with a stack of papers strewn withhand-drawn boxes and outlined for methe idea for a new book he had just

posure. The young-executive has moreopportunities to fly the jet becauseshe’s already there.

Mentorship deepens commitmentamong senior and young executives asboth become identified as a team andshare stake in each other’s success. Es-tablishing a mentor – apprentice rela-tionship is highly personal. The follow-ing four steps outline the process:

1. Locate the individual – this shouldbe someone you admire, respect orwish to emulate

2. Deepen your professional relation-ship – initiate a regular dialogue on

industry or corporate issues, conveyyour perspective, and listen

3. Share personal goals – get personal,gain confidence, establish trust

4. Mutual commitment – becometrusted peers, enjoy freedom of ex-pression and learning outside thenormal hierarchy

I consider myself fortunate to havejoined forces with business expertswho are active mentors, and share sim-ilar professional and personal interestswith me. We all benefit. While we pre-sent as a traditional organization to themarketplace and clients, internally ourteam style is not based solely on ageand experience as we recognize thatwe each have much to learn from oneanother. We rely on each other’s skillsfor our company to be successful.

I encourage young and experiencedexecutives alike to search out mentorsand apprentices; it keeps work life in-teresting, challenging, and fulfilling.

Eli Singer is a co-founder and consultantwith The Transcend Strategy Group. The re-cently published The Power of the 2 x 2 Ma-trix is on several Canadian bestseller lists.Elilives in [email protected]

The School in the World

Working on Common GroundBy Eli Singer, HBA ’01

Alumni Speak

Mentorship deepens commitmentamong senior and young executives asboth become identified as a team andshare a stake in each other’s success.


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