Professional Documents
Culture Documents
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20 THE DARDEN REPORT
A Catalyst for Change
in Colombia
RESPONSI BLE LEADERS
PHOTOS: RICARDO PINZN HIDALGO
Social entrepreneur Pedro Medina (CLAS 82, MBA 86)
believes in his native country and has convinced hundreds
of thousands of Colombians they should, too.
FALL/WINTER 2013 21
PEDRO MEDI NA ( MBA 86)
I
n 1999, the nation of Colombia was the site
of 80 percent of the worlds kidnappings and
55 percent of the worlds terrorist acts. Sixty
percent of the countrys population was liv-
ing in poverty, and 400,000 Colombians emigrat-
ed that year. Colombia was conspicuously absent
from most travel guides at the time, though From-
mers South America made a point of mentioning
it in the chapter titled Nations You Should
Avoid. In many peoples eyes, Colombia was a
nearly failed nation.
The state of his home country troubled Pedro
Medina (CLAS 82, MBA 86), who at the time was
a professor of business strategy and entrepreneurial
development at Los Andes University in Bogot,
Colombia. One afternoon during class, he asked
his 39 engineering students how many of them saw
themselves in Colombia in ve years.
Only 12 of them raised their hands. The rest
turned the question back on him: Why should we
stay?
The cofee, the emeralds, the two oceans, the
owers, Medina replied. But his answer was not
compelling enough. I couldnt sell my country to
my students, he recalled.
He wrote, researched and created a talk, Why
One Should Believe in Colombia, and then he
presented it to hundreds of audiences over a period
of eight months, earning rave reviews. Everyone
from community members to the police got behind
the idea, which invigorated Medina and compelled
him to start a foundation dedicated to building
trust in his country. He named it Yo Creo en
Colombia (I Believe in Colombia).
A Powerful Infuence for
Positive Change
Yo Creo en Colombia, a grassroots initiative,
empowers Colombians to understand their
countrys achievements, potential and resources
and to leverage those to build a fair, competitive
and inclusive nation. From 1999 to 2004, Medina
and his team three full-time employees and
1,900 volunteers traveled around the world to
deliver more than 5,150 programs to Colombians
living in Colombia and abroad in 157 cities and 26
countries. As a result of their eforts, more than
680,000 Colombians have beneted from the
organizations programs.
Were a lean, mean ghting machine, Medina
said of his nonprot. We add value by building
collective self-esteem and social capital.
He has received hundreds of testimonials from
Colombians who have been positively inuenced
by the organization. They tell us that our message
changed their lives, that because of our stories, they
decided to return to Colombia, or not to leave, or
to invest, or to change their attitudes, Medina said.
Our scope is broad [we have had an efect on
everyone] from high school students to presidential
candidates to business leaders to beauty queens.
Medinas initiative has transformed both
individual Colombians and the nation as a whole.
At a time when his country was on the brink of
disaster, Medina worked closely with a group of
other business leaders in Bogot to generate hope
and trust among Colombians. As a fellow at the
Weatherhead Center for International Afairs at
Harvard University in 200203, he researched
methodologies to build social capital, condence
and reciprocity among the citizens of his native
country. From 2004 to 2005, he was a Batten
Fellow at Darden; he investigated the connection
between individuals and entrepreneurial
opportunities in emerging economies and how
entrepreneurship education can facilitate that
connection. His foundation continues to conduct
asset-based development research of what works
in Colombia, in the hopes of creating a model to
empower other nations.
A Background in Business
Medina did not begin his career as a social
entrepreneur. After earning a bachelors degree
in economics, history and international relations
from the University of Virginia, he spent two
years working for the Southwestern Company of
Nashville, Tennessee, before returning to Char-
lottesville to earn his MBA at Darden. When
he graduated in 1986, he was hired to open the
Colombia operation of Mobil Polymers Interna-
tional, a division of Mobil Chemical. From there,
he went on to create an international market
for Propilco, the largest petrochemical rm in
Colombia.
When he later accepted the role of president
of McDonalds in Colombia, the company
insisted he earn another degree a bachelors
in hamburgerology from Hamburger University
in Chicago. For seven years, Medina used the
knowledge he acquired from the Golden Arches
academy to expand the corporations international
reach. He brought the McDonalds brand to his
country and developed 350 local suppliers, six
of which are now regional suppliers. Under his
leadership, McDonalds Colombia opened 10
A Catalyst for Change
in Colombia
22 THE DARDEN REPORT
restaurants in the rst 12 months and 33
restaurants in his seven years, and became
the top employer of college students in the
country.
Colombia 2013:
A Changed Nation
Today, Colombia is a completely diferent
nation from what it was in 1999. Foreign
investments in the country have in-
creased from $1.8 billion in 2000 to $15.8
billion in 2012. The number of
violent deaths per 100,000 inhabitants
has decreased from 67 to 32 since 1999.
We received 5,000 visitors from the
United States in 1999, compared to
500,000 in 2012, Medina said. There
are now four international tourism guides
that tout Colombia as the place
to visit.
According to Medina, Colombias
dramatic improvements can be attributed
to three main factors: better leadership,
RESPONSI BLE LEADERS
Advice From
Pedro Medina
1. Expand your threshold of risk each
day by doing something you have never
done on a daily basis. Start with small
changes and build up.
2. Expand your heart engage regularly
with strangers and do unsolicited acts
of kindness.
3. Look for hidden assets the world
is full of tangible and intangible assets
that are underutilized.
I love and apply Professor Sankaran
Venkataramans bootstrapping
technology for entrepreneurs:
Dont buy anything new that you
can buy used.
Dont buy anything used that you
can rent.
Dont rent anything that you can
lease.
Dont lease anything that you can
borrow.
Dont borrow anything that you can
beg for.
Dont beg for anything you can get
for free.
Dont take anything for free that
you can get others to pay you for.
Dont take something you can get
others to pay you for that you can
get others to bid for and create an
auction.
Plan Colombia [an initiative created
to end Colombian armed conict and
develop an anti-cocaine strategy] and
a more engaged civil society. Yo Creo
en Colombia has signicantly helped
Colombians develop agency in a civil
society by teaching them to believe in
their country and its inherent value.
A Profound Impact
on Colombia
Medinas ferocious tenacity and his
unwavering dedication to his home-
land have not gone unnoticed. In 2004,
Colombian President Alvaro Uribe and
El Colombiano recognized him as an Ex-
emplary Colombian. He was celebrated
by the business magazine Dinero as one
of the 20 top businessmen of the year in
2001, and in 2006, he was a nalist for
the Schwab Foundation Social Entre-
preneurship Award and was chosen by
Cambio magazine as one of the top 50
leaders under 50 in Colombia.
Medina, whom many consider a rare
visionary who has made a signicant
impact on his country, avoids the
limelight when he can and prefers
spending time at La Minga, a Colombian
environmental reserve that he owns. To
relax, I go to the waterfalls in La Minga
and balance the positive ions of the city
with the negative ions, he said of his
favorite weekend ritual.
Medina also dreams of exploring South
America, and he plans to embark on a six-
month sabbatical there in 2020 in honor
of his 60th birthday.
By Jacquelyn Lazo
The main house at La Minga, a
Colombian environmental reserve
Medina owns. The house is made
of mud, grass and rocks. P
E
D
R
O
M
E
D
I
N
A
Its a BIG world.
It needs BIG ideas.
Eastman and The results of insight are trademarks of Eastman Chemical Company.
2012 Eastman Chemical Company 0208-AD-12 10/12
Eastman is proud to support the Darden School
of Business. As a global specialty chemicals
company, were honored to invest in programs
that help nd practical solutions to the worlds
most complex issues.
Today, the world depends on our insights
to create materials that are in just about
everythingfrom the screen on your PC
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And our global community of approximately
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the innovations that lead to practical solutions
with safety and sustainability at the forefront.
What could you do if we put our heads together?
Rather, what couldnt you do?
Start the conversation at eastman.com.
24 THE DARDEN REPORT
RESPONSI BLE LEADERS
From the
Ground Up
F
rom her base outside London, Kim Brown
Morrish focuses on growth. In 2004, Kim
and her British husband, Simon Morrish,
purchased a well-established grounds maintenance
company called Ground Control Ltd. They part-
nered with four of the companys existing directors,
who took a risk to invest in the business alongside
the Morrishes. The company provides landscape
maintenance, construction and design, fencing and
other services for national or large regional clients
in the retail, utilities and public sectors. Its cus-
tomer list includes more than 31,000 commercial
sites of organizations like Tesco, Anglian Water,
Network Rail and even the Royal Mail.
Over the past nine years, Ground Control has
grown from $15 million to $100 million in revenue
and from 60 to 500 employees. As the company
has grown, so too has Kims family she is the
proud mother of four children, ranging in age from
5 to 14.
Morrish, who began her career in the U.S.
Foreign Service, discusses entrepreneurship, social
mission-driven careers, women in leadership and
the oh-so-delicate work/life balance.
When you graduated from Darden 20 years
ago, what were your aspirations?
I wanted to make a positive diference in the
world. This ambition began while attending U.Va.,
where my studies in international relations drove
my aspiration to join the U.S. Foreign Service.
After working in international development, I
realized what an exceptional gift an education is
in this world. I took two years of leave without
pay from the Foreign Service to gain formal, com-
mercial management training at Darden.
What was your next career move?
After Darden, I returned to my career with the
U.S. Foreign Service to run development proj-
ects in Bolivia, which at the time was the second
poorest nation in the Western Hemisphere. I
extended my time there for a third year to work
primarily in micronance, which provided sus-
tainable, afordable access to nancial services
to small and micro businesses. I then spent two
years working and living in emerging markets in
Central Europe and Central Asia.
I then moved back to Washington, D.C., and
was recruited by the German rm IPC GmbH,
which specialized in setting up microcredit
banks around the world. It was my dream job a
leadership role in a global, commercial enterprise
that made a positive impact on people with limited
opportunities or access. I set up IPCs Washington
subsidiary, handling operations, branding and
marketing, stafng international projects and
establishing nancial controls to qualify the
company to work as a U.S. government contractor.
After working on projects in Haiti and Bosnia, I
was running a project in Jamaica, during the 1998
banking crisis where all of the indigenous banks
had failed. We were trying to preserve a small
business loan program. It was in Jamaica that I met
my husband, Simon.
After a career in the U.S. Foreign Service,
Kim Brown Morrish (CLAS 88, MBA 93) grows
a company that counts the Tower of London
among its clients.
FALL/WINTER 2013 25
When did you launch your frst entrepreneurial
venture?
While in Jamaica, Simon and I identifed what we
believed was a great business opportunity to create
a real estate portal online in the U.K., which did
not exist at that time in any form, either online
or ofine. After a few months of research and the
development of a business plan, we both quit our
jobs to start How-Smart.com, which was similar to
Trulia or Realtor.com, but 14 years earlier and
in the U.K.
What was the most important lesson you
learned from that frst venture?
Surround yourself with the very best people
you can.
What circumstances led you to buy
Ground Control?
We moved to Boston for 18 months while Simon
completed his MBA at Harvard Business School.
On a whitewater rafting trip, we learned about the
concept of setting up a search fund to purchase an
existing business a management buy-in. Hav-
ing gone through the blood, sweat and tears of a
startup, this sounded like a much better approach
to owning and running your own business. So, we
returned to London and spent the next year looking
for the business. We also had our second child.
I told everyone and I mean everyone about
our aspiration to buy a business. I met with business
brokers and accountants, reviewed all of the busi-
nesses on the market and attended seminars. Ground
Control actually came to us through Jef Bocan (MBA
00), a friend and Darden alumnus who was working
in private equity in London and mentioned the op-
portunity to me one night over dinner.
The next step was to secure nancing. As a buy-in
team without industry experience, we needed a
compelling and comprehensive plan to convince the
seller to sell to us and to raise nancing to pull the
deal together.
KI M BROWN MORRI SH ( MBA 93)
PHOTOS: CHRIS SATTLBERGER
26 THE DARDEN REPORT
How has your role at Ground Control evolved?
I focused my frst years on business development
and hiring the very best people we could to
support our growth. Both responsibilities
depended on my ability to sell. I was selling our
business to clients and ensuring that we were
growing with them, and I was selling our business
to potential employees and allowing them to
grow with us. My role has evolved from selling
and recruiting to a focus on creating and driving
a culture which recognizes that people are the
single most important contributor to our success.
So many of the people who have joined us,
especially our senior team, are truly exceptional,
and the most rewarding aspect of my involvement
in Ground Control has been working with them
over the past nine years.
What makes entrepreneurship a great
career path?
There are few career paths that allow you to
achieve your dreams, write your own rule book
and put you squarely in charge of your success or
failure. Ive worked in many cultures and coun-
tries where my gender, age and skin color mat-
tered. I know the challenges of trying to balance
a family with career aspirations and the sacrices
and compromises required.
I love that as an entrepreneur I can wake up
every day and focus on making a positive impact on
the people in our business.
Can you have it all?
You can, but not necessarily at the same time. I
was lucky to start my career in the U.S. Foreign
Service where I could work to create opportuni-
ties for the disadvantaged. At Ground Control, its
been rewarding to run a business committed to
caring for our environment, supporting hundreds
of small businesses that employ several thousand
people who carry out work on our behalf. We also
fund a wide range of charities through matching
grants for our 500 employees in their fundraising
activities.
Of all of the challenges, heartbreaks, successes
and joys of the past 20 years, by far the greatest
achievements have been my partnership with my
husband and being a mother to my four wonderful
children.
Thanks to the remarkable team weve built at
Ground Control, Ive been able to step away from
the business at times and focus on my kids and
shaping the way they view the world whether
during maternity leave or school holidays, or when
the kids simply need and deserve more time from
me. Likewise, all four children are supportive and
understanding when the business demands my
time and attention.
Its worked. Not without a lot of bumps and
sleepless nights. Ive evolved as the business and
my children have grown to better respond to
their needs and also to grow myself. Just when
I think I am on top of my game, the business
experiences a whole new set of challenges due
to growth. Its the exact same with the children.
Needless to say, theres never a dull moment and no
chance of feeling overly condent that I am getting
it right.
By Julie Daum and Jacquelyn Lazo
RESPONSI BLE LEADERS
FALL/WINTER 2013 27
UTC is proud to support the Darden School for its role in developing
principled leaders with the integrity, discipline and insightful thinking
that can help us build a better world.
Onward
For more information, visit utc.com.
OTIS
PRATT & WHITNEY
SIKORSKY
UTC AEROSPACE SYSTEMS
UTC CLIMATE, CONTROLS & SECURITY
28 THE DARDEN REPORT
RESPONSI BLE LEADERS
W
hen Ralph W. Baker Jr. (MBA 93) started coaching his 11-year-old sons basketball team in
the summer of 2006, he came up with the idea of also teaching the players about the merits
of business. However, his idea was not immediately well-received by the other parents, who
wondered why nancial literacy was relevant to the young Brooklyn basketball players. Some went
so far as to call him crazy. Bakers son even threatened to quit the team when his father proposed a
new name the New York Shock Exchange. [My son] thought we would be the laughingstock of the
neighborhood, Baker said.
But Baker persisted. What began as informal investment meetings with the middle schoolers after
basketball practice evolved into more formal gatherings in the summer. Guest speakers including
bankers, private equity investors, bond traders and asset managers attended the groups meetings and
Basketball Meets Business
in Brooklyn
Ralph W. Baker Jr. (MBA 93) teaches kids how to dribble and how to
double their money through his nonprot, New York Shock Exchange.
FALL/WINTER 2013 29
discussed their trades with the team. After teaching
the middle school kids how to think logically about
investments, Baker put up $900 of his own money
so the boys could track two stocks they thought
would be successful. They observed the people
around them, most of whom were using iPods,
and decided to invest in Apple Inc. and GameStop.
A year later, in 2007, both stocks posted very
impressive returns.
By 2008, in the aftermath of the nancial crisis,
Baker had more advocates than skeptics. Financial
literacy and the tools needed to teach it became all
the rage, Baker recalled. He felt his background
was suited for teaching kids competitive basketball
skills and investing skills. The former small college
All-American basketball player received his B.A. in
economics from Hampden-Sydney College. After
college, he worked at NationsBank in the Washing-
ton, D.C., area. When he graduated from Darden,
Baker got his rst taste of high nance working
in insurance M&A and leveraged lending for GE
Capital, and subsequently spent more than 15 years
in the deal business.
Bakers debut book, Shock Exchange: How
Inner-City Kids From Brooklyn Predicted the Great
Recession and the Pain Ahead, recounts his experi-
ences of starting his nonprot, the New York Shock
Exchange, and received honorable mention for gen-
eral nonction at the 2013 New York Book Festival.
When did you frst get interested in
basketball?
As soon as I could walk. In Farmville, Virginia,
sports were our entertainment. I tried to do
everything my older cousins did. We played
basketball, football and softball. You name it,
we played it. Over time, basketball became my
favorite.
When did you frst get interested in business?
I always wanted to make money. My father
introduced me to the stock market in fth grade. I
have been infatuated with it ever since. Investing is
competitive, and there are clear winners and losers
similar to basketball. I went into retail banking
directly after college cause thats where the
money is. I had no intention of going to business
school; that was my mothers idea. A few guys from
Hampden-Sydney College Warren Thompson
(MBA 83) and Robert Citrone (MBA 90) had
graduated from Darden, and Hugo Rodriguez
(MBA 92) was already there when I was applying.
They spoke highly of the School, and that was
the best endorsement for me. The fact that it was
the toughest business school in the country was
another attraction. I had my heart set on attending
Darden.
Did your Darden experience help you create the
New York Shock Exchange?
Denitely. Without my Darden experience, I would
not have had the condence or technical expertise
to create the New York Shock Exchange. To teach
kids about investing means you have to learn it
twice. It also requires you to take complex ideas
and explain them in laymans terms.
How has the Darden network infuenced you
and your career?
I have relied on the Darden network to help me
transition between jobs and also for deal ow.
My classmates have been involved in some of my
personal projects. Jandie Smith-Turner (MBA 93)
of Acuity Sports designed some of the apparel
for the New York Shock Exchange. Joe Heastie
(MBA 93) proofread my manuscript for the book
and gave me feedback as to how to make it more
marketable.
What were some of the top observations the
kids had about the Great Recession?
When going over investment fundamentals, we
looked at the price-to-earnings ratios and earnings
growth rates of the kids stock picks. Then we did
a top down analysis by looking at trends of those
big ticket items housing starts and auto sales
that drive the economy and could potentially
afect the overall market. During each investment
meeting, we began to notice that those economic
trends were getting worse. They eventually began
to fall of a clif, and the alarming part was that no
one was talking about it [at the time].
Do you still play basketball with the kids on the
New York Shock Exchange?
I still play with them. However, while I was writing
my book, I sort of fell of the wagon and got out of
shape. I am now trying to get back in shape.
RALPH W. BAKER J R. ( MBA 93)
Investing is
competitive, and
there are clear
winners and losers
similar
to basketball.
RALPH BAKER
PHOTOS: SAMUEL STUART
30 THE DARDEN REPORT
ADVANCING
KNOWLEDGE
Advancing knowledge at Darden is centered on creat-
ing insights and ideas that improve both managerial
practice and academic understanding. Curiosity and
a desire to understand why things happen and how
markets, organizations and people come together to
create value in society inspire our faculty to explore
business problems and possibilities.
S. Venkataraman,
MasterCard Professor of Business Administration,
Senior Associate Dean for Faculty and Research
FALL/WINTER 2013 31
6
INNOVATION &
GROWTH
MYTH 3: Dont ask a question to which you dont
know the answer.
This one is borrowed from trial lawyers, and it entered the mainstream
because looking smart always seems career enhancing. Unfortunately,
growth opportunities do not yield easily to leading questions and
preconceived solutions.
BETTER MAXIM 3: Be willing to start in the unknown and learn.
MYTH 4: Measure twice, cut once.
This one works fne in an operations setting, but when the goal is
creating an as-yet-unseen future, there isnt much to measure. And
spending time trying to measure the unmeasureable offers temporary
comfort but does little to reduce risk.
BETTER MAXIM 4: Place small bets fast.
MYTH 5: Sell your solution. If you dont believe
in it, no one will.
When you are trying to create the future, knowing when you have it right
is diffcult. We think being skeptical of your solution is fne what you
should be certain of is that youve focused on a worthy problem. Youll
iterate your way to a workable solution in due time.
BETTER MAXIM 5: Choose a worthwhile customer problem, and
consider it a hypothesis to be tested.
MYTH 6: If the idea is good, the money will follow.
Managers often look at unfunded ideas with disdain, confdent that if
the idea were good, it would have attracted money on its own merits.
The truth about ideas is that we dont know if they are good; only
customers know that. Gmail sounds absurd: free e-mail in exchange
for letting a software bot read your personal messages and serve ads
tailored to your apparent interests. Who would have put money behind
that? The answer, of course, is Google.
BETTER MAXIM 6: Provide seed funding to the right people and
problems, and the growth will follow.*
The challenge for managers is to fnd a balance between the myths
and the realities of business. In this age of uncertainty, an unavoidable
but healthy tension exists between creating the new and preserving
the best of the present, between innovating new businesses and
maintaining healthy existing ones. As a manager, you need to learn
how to manage that tension, not adopt a wholly new set of techniques
and abandon all the old. The future will require multiple tools in the
managerial tool kit a design suite especially tailored to starting and
growing businesses to add to our current set of analytically oriented
approaches to managing todays businesses well.
*This material is excerpted from Designing for
Growth: A Design Thinking Tool Kit for Managers,
by Jeanne Liedtka, United Technologies
Corporation Professor of Business Administration,
and Tim Ogilvie.
Six Management
Myths to Avoid
(and Six Alternate Maxims to Consider)
By Jeanne Liedtka and Tim Ogilvie
Sayings like Keep your boss in the loop and Its sometimes better
to beg forgiveness than ask permission are classic management
adages. Many such sayings are great advice, but some of the old
tenets just dont work anymore.
As a manager, you might believe in common management myths
because you think they will simplify your life. Perhaps now is the time
to re-examine those myths and replace them with maxims grounded
in reality.
MYTH 1: Think big.
Pressure will always exist to be sure an opportunity is big enough,
but most really big solutions began small and built momentum. When
the Internet was still new, how seriously would you have taken eBay
(online auctions?) or PayPal (online escrow?)? In an earlier era, FedEx
seemed tailored for a niche market. To seize growth opportunities,
starting small and fnding a deep, underlying human need with which
to connect is best.
BETTER MAXIM 1: Be willing to start small but with a focus on
meeting genuine human needs.
MYTH 2: Be bold and decisive.
In the past, business cultures were dominated by competition
metaphors (those related to sports and war being the most
popular). During the 1980s and 1990s, mergers and acquisitions
lent themselves to conquest language. Organic growth, by contrast,
requires a lot of nurturing, intuition and a tolerance for uncertainty.
BETTER MAXIM 2: Dont put all your eggs in one basket always
explore multiple options.
3
STRATEGY
32 THE DARDEN REPORT
ADVANCI NG KNOWLEDGE
will and will not do to achieve your mission. To better defne your
organizations values, you might consider and answer these questions:
Defne your mission. What is the organizations purpose, its reason
for existing?
Establish your scope. In which markets do you operate in terms
of product and geography?
Identify your aspirations. What does success look like now and in
the future?
Know others expectations. Who are the organizations
stakeholders, and what do they expect of the organization?
Declare your values. What do you expect of the organization? What
values and beliefs do you want the organization to hold?
Considering these questions will help you begin to identify
competitive positions that create value for stakeholders. After all,
strategy formulation is not done on a blank slate. Your mission and
values defne your opportunity set and help you understand how to
leverage and build your capabilities.
Bill Gates of Microsoft set out to create the worlds greatest
software company. That simple statement defned Microsofts
aspirations and the scope in which it operates. Google says it will
do no evil, declaring a value set that constrains and enables
specifc strategic actions. Conducting a Stakeholder Analysis can be
very useful in understanding what others expect of you and may be
infuential in helping to defne your own values for the organization.
Ultimately, your values serve as boundary conditions for your strategy.
STEP 2. Explore Competitive Opportunities
OPPORTUNITIES refers to the possible competitive positions in the
market to create value for stakeholders. To defne them, you could
take the following steps:
Defne your industry. What is the arena in which you are competing
with others? Who are your competitors? What customer needs do
they satisfy?
Analyze the market structure. What competitive approaches prove
superior? How does the structure of the market in which you are
operating affect that competitive dynamic?
Identify market trends. How is the industry evolving? What are
customers demanding now and in the future?
You need to think clearly about the economic, technological and
societal environment in which the organization operates and to acutely
consider the activities and capabilities of ones competitors. Each
of these three tasks requires attention and analysis. Defning your
industry and competitors is deceptively simple, but it can be greatly
informed by a full Competitor Analysis, Environmental Analysis, Five
Forces Analysis and Competitive Life Cycle Analysis.
STEP 3. Identify Your Capabilities
CAPABILITIES refers to the organizations existing and potential
strengths. These ideally fuel the organizations strategic efforts. To
evaluate an organizations strategy, you need both a clear picture
of what makes the organization distinctive and a sense of the
organizations ability to marshal resources and leverage capabilities
toward desired organizational objectives. This requires, of course,
clarity about those capabilities:
Defne your value chain. How do you deliver value? What
capabilities do you (or your organization) currently possess? What
makes them distinctive?
Three Critical Factors
of Business Strategy
By Jared Harris and Michael Lenox
The strategists challenge is to simultaneously manage three critical
factors: values, opportunities and capabilities. In order to devise and
execute a successful strategy, you need to analyze each of these
factors to understand how your organization can create and sustain
value. The various tools summarized in The Strategists Toolkit can
help to paint a complete picture of your organizations competitive
landscape.
VALUES
What is our mission?
What is our scope?
What do we value?
OPPORTUNITIES
What does the market
demand? Who else, if
anyone, offers this value
proposition?
CAPABILITIES
What are our strengths?
Where might we have a
competitive advantage?
VALUABLE
COMPETITIVE
POSITION
How do we
create and
sustain
value?
STEP 1. Dene Your Values
VALUES refers to the mission of the organization. Understanding and
establishing your organizational values is a critical frst step in devising
a successful business strategy and understanding how you can create
value for others. Your values defne your ambitions and the competitive
space in which you operate. Your values help delineate what you
FALL/WINTER 2013 33
Assess alignment. Do your capabilities complement one another?
Are your capabilities aligned with your external value proposition?
Identify competitive advantage. Are these capabilities unique, and
do they provide the basis for a competitive advantage? Are they
easily imitated by others?
Analyze sustainability. Are your capabilities durable over time? What
capabilities does the organization need to possess in the future?
How can it develop them?
Tackling these questions can be informed by an extensive Capability
Analysis. A Capability Analysis can help you identify sources of
competitive advantage and highlight critical gaps in your current
capabilities. Other tools such as Strategy Maps can be useful in
highlighting your position versus rivals and to answer whether your
capabilities are unique.
Integrate Your Insights
These three factors converge into the organizations competitive
position, where value for an organizations stakeholders is created
and sustained. Ultimately, developing effective business strategy
is an integrative exercise. It involves looking through a wide lens at
the organization. Whereas the functional areas of an organization
fnance, marketing, accounting, operations, human resources often
bring specifc paradigmatic views to bear on organizational problems
and considerations, business strategy is about how all the underlying
insights of these disciplines are brought together. Managers do
not typically encounter challenges as isolated, atomistic problems
with narrow disciplinary implications; rather, they must navigate
issues that encompass a whole range of complex, cross-disciplinary
considerations.
Business strategy is also integrative because its success involves
value creation for its investors, employees, customers, suppliers
and support communities. Commonly invoked business axioms like
maximize shareholder returns can be useful to the extent that
such shorthand phrases imply value creation for investors by way of
creating value for all key stakeholders creating goods customers
want, work environments that energize employee contributions and
so forth. Maximizing shareholder value is not a strategic direction,
nor is it exogenous to creating value for customers, employees or
communities. Strategy involves putting these considerations together
to align stakeholder interests and create value in an integrative and
sustainable way.
Use an integrative, enterprise perspective to think clearly and
to exercise sound judgment that creates long-lasting value. When
successfully implemented, an effective business strategy can help an
organization fully realize its potential.
11 Key Characteristics of a
Global Business Leader
By James G. Clawson
If you want to succeed in todays volatile global economy, you will
most likely end up doing business all around the world. International
businesses have operations, partners, alliances and senior managers
representing virtually every global region. Many have more than
one headquarters, signaling the diversity of their thinking and
perspective.
So, how do you learn to conduct international business effectively?
You acquire a set of skills that help you work across regional, national
and subnational boundaries to propel your business forward. Those
skills include the following:
Overseas experience
Deep self-awareness
Sensitivity to cultural diversity
Humility
Lifelong curiosity
Cautious honesty
Global strategic thinking
Patiently impatient
Well-spoken
Good negotiator
Presence
The following checklist will help you determine if you have the key
characteristics of a global business leader:
Overseas experience
Many global executives understand what doing business in a fat world
is like because theyve lived overseas, sometimes for decades at a
time. If you want to become a successful international business leader,
transcending your own cultural perspective and learning how business
is done in different contexts is essential.
LEADERSHIP
Jared Harris (left), associate professor of business administration
and Michael Lenox (right), Samuel L. Slover Research Professor of
Business Administration, academic director of the Batten Institute and
associate dean of innovation programs, are authors of the new book
The Strategists Toolkit (Darden Business Publishing, 2013).
34 THE DARDEN REPORT
Deep self-awareness
Understanding your beliefs and knowing where they might
differ from others is critical to global executive success.
Without this key characteristic, you will not be able to
adapt to and tolerate the deep-seated beliefs of others
and business opportunities will evaporate. Beware of the
Im right; youre wrong assumption.
Sensitivity to cultural diversity
Are you willing to eat raw fsh? Snake? Raw monkey
brains? Can you adjust your eating and sleeping habits
to match the local executives routines and patterns? In
other countries, seemingly minor things can be off-putting,
such as sticking your chopsticks in your rice or touching
someone with your left hand.
Much of this insight comes from experience. You must
have an intense interest in the lives and cultures of
others, recognizing that your culture and background
are not inherently superior, to master the global business
arena.
Humility
Being interested in other cultures and how people
in those cultures do things, especially with regard to
business, implies a certain humility. Humility here means
a belief that other lands and cultures have fgured out
very interesting answers to lifes problems. As a good
international business person, you must be open to
and fascinated by those answers. This trait requires a
willingness and ability to listen well and with real intention.
Lifelong curiosity
The world is constantly evolving. Without an intense
curiosity and a desire to learn, you will be left behind and
increasingly unable to converse, much less keep up, with
your peers. Staying abreast of new learning opportunities
requires a humble awareness that what you know is not
enough and that you always have more to learn.
Cautious honesty
Surprisingly, the defnitions of honesty and truth
vary widely in the business arena. People sometimes
omit information or only tell the truth they think other
people need to know. However you design your ethics and
morality in your personal life, in global business settings,
executives need to know they can count on you. If you
dont deliver on your business promises, your reputation
will suffer. Effective global leaders can balance the need
to be cautious in different contexts while demonstrating
they can follow through.
Global strategic thinking
When you have a global perspective, you think strategically
about managing business using the best people from
around the planet. Much of your ability to do this comes
from a lifetime of networking at the highest levels in global
boardrooms and your aptitude for seeing how various
pieces of global industries play out internationally. To
make strategic decisions for your company, you need
to understand how the business world works on a
global scale.
Patiently impatient
How do you become patiently impatient? You must be in
a hurry and yet be patient enough to allow the local and
regional processes to unfold as they are meant to. Time
and pace are not the same in every country. Balancing
the demands of hot competitive and technological trends
with the pace of local cultures can be frustrating to the
uninitiated.
Well-spoken
Given the challenges of working via interpreters or
fumbling through conversations in more than one
language, the ability to say clearly what you mean is a
key global business skill. If you converse with others
in their native language, you usually earn brownie
points however, if what you have to say is obscure or
unintelligible, youll quickly be in a defcit balance. Clear
communication is a powerful leadership trait to have on
the global stage.
Good negotiator
Doing business across ethnic, national and regional
boundaries requires strong negotiating skills. If you
can add these skills to an innate enjoyment of the
gamesmanship involved in negotiating, you will become a
highly effective negotiator.
Presence
A certain charisma surrounds you if you are an infuential
global leader. Part of it but only part is position or
title. The bigger portion is dress, self-confdence, energy
level, interest in other people and comfort with the
challenges at hand. You may not want to believe these
things matter, but they do.
As a global business leader, you must respect the
identities and affliations of others. Some people can do
that; many or most cannot. Do you have what it takes to
become a global business leader?
*This piece is adapted from
Level Three Leadership: Getting
Below the Surface, by Professor
James G. Clawson, Johnson &
Higgins Professor of Business
Administration.
ADVANCI NG KNOWLEDGE
FALL/WINTER 2013 35
THE GLOBAL MARKETING OF AN
AGE-OLD FRENCH GEM
case
in
point:
A WASHINGTON POST/DARDEN SERIES
THE BIG IDEA:
As marketers love to teach students, diferentiation
must be the focal point of marketing strategy.
But what happens when a rms competitive
set is shared by similar customers, perceived
diferentiation is weak among rivals and loyalty
is a thing of the past? This was the dilemma the
French high-end jeweler Mauboussin faced: how to
leverage its iconic brand to access new customers,
domestically and abroad, while preserving the image
of luxury goods founded on the myth of exclusivity?
THE SCENARIO: At its agship store in Place Vendme,
adjacent to the worlds most prestigious luxury brands, the
house of Mauboussin prospered under the guidance of six
generations of watchmakers and jewelers. The business,
launched in the early 1800s, was long controlled by the
Mauboussin family.
In 2001, Dominique Frmont acquired an 87.5 percent
equity stake in the House. By then, its privileged status with
rich clients had diminished, and sales at the luxury jeweler
dropped.
While Frmont may have been a stranger to the world of
luxury jewelry, he knew how to run a business. He allocated
millions of his own money to the rm and appointed another
industry outsider, Alain Nmarq, to run it.
Nmarq put in place a cost-reduction plan that included
closing all points of sale in France and the rest the world
(except for the boutique at Place Vendme), selling all
remaining inventory at a cost, terminating its perfume
licensing agreement and reducing staf. Nmarq and Frmont
Every other Sunday in The Washington Posts Business section,
members of Dardens academic community share lessons
from recent cases. Gerry Yemen (left) is a senior researcher
at the Darden School of Business; Delecolle and Kamin are
professors at the ISC Paris School of Management; Parguel is
researcher at the Universit Paris-Dauphine.
then revolutionized the House and revamped
its marketing strategy away from a select
number of exceptional clients and targeted
a new segment of consumers working
women who bought jewelry for pleasure. The
adopted positioning became jeweler artist.
Next, Nmarq focused on the dismal
nancial results in Asia/Asia Pacic. The
distributor with exclusive rights to the Mauboussin brand in
Japan wanted to close its business in three months. What now?
THE RESOLUTION: The House had maintained a long-
standing presence in Asia/Asia Pacic, and growth opportunities
existed there. Nmarq bought back the distribution agreement
and deployed a strategy similar to the one applied in France:
close the points of sale showing a decit. Mauboussin chose
a wait-and-see strategy, limiting itself to two corners in
Takashimaya stores. Finally, an Adidas shop decamped in the
heart of the Ginza luxury area and Mauboussin opened its
agship store in Japan. To publicize its new shop, the brand
launched an original campaign 5,000 diamonds ofered to
the rst 5,000 visitors. It bought advertising in the leading
newspapers, and with the buzz created, the brand ended up in
the headlines, too. A few months later, the store was featured in
a Black Eyed Peas music video.
THE LESSONS: Strategy is often based on what the rm
must do to develop a competitive advantage or what it can do
with its resource allocation; it is also about fragmented, intuitive
but unique personal traits that characterize it as a leader.
Whereas domestic marketing is aimed at a single country
with one group of customers and one set of economic, legal,
competitive and environmental issues global marketing
requires the creation of a single strategy for a large number of
countries with distinct operating environments and markets
with unique customer groups and cultures.
by Thierry Delecolle, Ronald Kamin (MBA 75),
Beatrice Parguel and Gerry Yemen
ALAIN NMARQ
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Washington, D.C., this 573-acre, Four Diamond resort ofers 175 newly-renovated guest rooms
and suites, Four Diamond dining in the Old Mill Room, a wide variety of world class recreational
activities, spa, and a 22,000 square foot meeting facility for groups of 20 to 630. Recent Boars
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or to book your next meeting, please call 855.477.9348 or e-mail meet@boarsheadinn.com.
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Owned and Operated by the University of Virginia Foundation
FALL/WINTER 2013 37
OUR ALUMNI BOARD: DYNAMIC, NOT DYSFUNCTIONAL
A
lumni boards at higher educational institutions are known for being dysfunctional.
Power, personalities and misaligned priorities often impede the best-intended
efforts to develop and implement a strategic plan. Lack of vision and low
engagement by members can also contribute to a dysfunctional board.
When the Darden School of Business Alumni Board of Directors convened in October,
I was reminded of what makes our board extraordinary and effective. During our meeting,
the level of engagement could not have been higher. Veteran and newly minted members
eagerly raised their hands sometimes in unison to contribute to a dynamic conversation
about the boards role in advancing the Schools mission and vision.
Active membership is not the same as active, aligned membership under a visionary
leader. The alumni board has had a long history of strong board chairs who have
contributed to the success of the board by leveraging the committed, impassioned alumni
board members to further engage the network of Darden alumni. Our current alumni board
president, Karen Edwards (MBA 84), president and CEO of Kosiba Edwards Associates,
is already making a signifcant difference through her dedicated leadership. In partnership
with the Darden School Foundation Board of Trustees Alumni Engagement Committee, led
by W.L. Lyons Brown III (MBA 87), we are aligned at the most crucial levels.
Dardens alumni board is also goal-oriented. Spanning class years, industries, gender
and life experiences, alumni worked together to identify strategies to address the address
the deans and boards three most pressing priorities in a session led by Professor Yiorgos
Allayannis.
A successful board of any nonproft understands and addresses the needs of its
constituents. In the coming months, our board members will ask you to share your Darden
experience. Your insights into how the Darden network has made a difference in your life
and how it remains relevant to you today will help the board align its mission with your
vision of the School.
While the alumni board works to identify new ways to engage you and the Darden
community, I will remain thankful that our board is not just like every other board.
Michael J. Woodfolk (TEP 05)
Senior Executive Director, Engagement Strategies
MR. ROBERT V. HATCHER (CLAS 53)
EMERITUS TRUSTEE
MR. N. RICHARD HUEBER JR. (MBA 59)
MR. JOHN E. KENNEDY JR. (MBA 62)
MR. WILLIAM B. WILLSEY (TEP 68)
MR. PAUL FLINT (MBA 69)
MR. RICHARD E. NELSON (TEP 69)
MR. PAUL H. PIERI (TEP 77)
MR. NEWTON O. FOWLER JR. (TEP 80)
CAPTAIN DAVID M. SMITH (TEP 09)
Alumni Services Update
In Memoriam
The Darden School ofers its condolences to the
families of the following individuals whose deaths
have been reported to us in the past six months.
Charles C. Abbott Award
Call for Nominations
THE CHARLES C. ABBOTT AWARD is
presented to a Darden MBA or Executive
Program alumnus or alumna whose con-
tributions of time, energy and talent to
the Darden School merit recognition as
outstanding by the Alumni Association
and who:
Demonstrates a strong level of interest
in and concern for the Darden Schools
mission
Commits a generous amount of person-
al resources time, energy, funds to
Darden projects, goals and needs
Brings initiative and persistence to proj-
ects and his or her given responsibilities
Is regarded by other Darden stakehold-
ers as an outstanding contributor
Nominate a Darden graduate before
28 February 2014, by contacting Michael
Woodfolk at woodfolkm@darden.virginia.
edu with an explanation of why you feel
your nominee is a strong candidate for
the award.
38 THE DARDEN REPORT
BOB SMITH (MBA 87)
No Stranger to Risk
A
lthough Bob Smith has managed billions of dollars over the years, he still doesnt
take money for granted. Raised with his three siblings by a single mother, he explains
that his family did not have much money. However, the future investment executive
discovered an early love for games, puzzles and statistics especially baseball statistics.
My advice to students considering their career paths is Ask yourself where your mind likes
to go. What type of task do you gravitate toward? Smith said. Then, be willing to take risks
to fail.
Smith, who has spent nearly 26 years in the investment industry primarily as a vice
president for money management frm T. Rowe Price Group Inc. is certainly no stranger to
risk. Having joined the company in 1992 as an analyst, he has spent the past 17 years as a
portfolio manager, currently in the area of international stock and growth strategy.
The best part of his work? Its great intellectual exercise a combination of analyzing
businesses and where theyre headed, overlaid with handicapping quantitative analysis, he
explained. The latter involves plenty of probability and statistics a nightmare for some
people, but Smith loves the challenge.
Smith credits Darden with having provided the broad-based knowledge and real-world applica-
tions necessary to succeed in his feld. He prizes case-method teaching because it most
closely simulates real-life decision-making: It doesnt assume theres an answer, he said.
Deep gratitude toward and belief in Darden have led Smith and his wife, Terri, to give back
generously. They are both Sponsors Circle members and founding supporters of the Darden
Center for Asset Management; in addition, he is active on two of Dardens advisory boards.
One of my clearest Darden memories is missing my frst exam due to my frst sons birth
and then fainting during the delivery, Smith recalled.
The Smiths have three children, two of whom are U.Va. graduates. The couple
resides in Baltimore, Maryland.
Jenny Abel
Alumni Profle
FALL/WINTER 2013 39
ELIZABETH WEYMOUTH (MBA 94)
An Inuential Force in the Field of Energy
I
have the privilege of working with some of the most sophisticated energy investors and leaders in the world, said
Elizabeth Weymouth (CLAS 89, MBA 94), partner at Riverstone Holdings LLC, one of the worlds most influential energy-
focused private equity firms. Weymouth, who is responsible for capital raising and limited partner relations, has raised $20
billion in capital for Riverstone in the last six years alone, a period marked by the most challenging private equity fundraising
market in recent history.
Growing up in New Orleans, Weymouth developed a passion for finance at an early age while watching her father run his
shipping business. After graduating from the University of Virginia, she worked at Willis Corroon, PLC on behalf of Fortune 50
energy companies, honing her negotiating skills opposite insurance underwriters in Lloyds of London. At 24, she enrolled at
the Darden School of Business, where her mentor, Professor Robert F. Bruner, who is now dean, saw a way for her to combine
her love of finance with her talent for working with people. Bob is the one who initially steered me towards a career in private
banking, which was then a burgeoning field within asset management, said Weymouth.
Following business school, Weymouth was an early hire in J.P. Morgan Private Banks investment business. She skyrocketed
through the ranks. At 33, she became Managing Director, and shortly thereafter, Head of Investments for the banks largest
group, an 80-person sales team that managed $100 billion in client assets and generated more than $350 million in revenue.
Today, from her Fifth Avenue office in Manhattan, Weymouth is instrumental in forming partnerships between Riverstone and
investors from sovereign wealth funds, pension funds and high net-worth family offices. The firm is renowned for building highly
successful businesses in the complex, $8 trillion energy industry.
At the nexus of capital formation and energy investment, she has carved a distinctive path, adding tremendous value for her
firm and its investors while achieving high, measurable results. I believe that there are two equally critical components of
private equity: profitable deals and the capital required to fund them, said Weymouth. Without capital, there are no deals,
and without great investment performance, capital is scarce. Weymouths drive and commitment to excellence have made
her a natural leader in both finance and energy, enabling her to make a lasting impact in two of the worlds most important
industries.
Since 2007, Weymouth has been a Darden School Foundation Trustee, and she became chair of the Schools Investment
Committee in 2013. From 2001 to 2007, she served on the Darden Corporate Advisory Board.
Alumni Profle
40 THE DARDEN REPORT
DARDEN SCHOOL
FOUNDATION
BOARD OF TRUSTEES
CHAIR
Philip W. Knisely (MBA 78)
Clayton, Dubilier & Rice
VICE CHAIR
James A. Cooper (MBA 84)
Thompson Street Capital Partners
W.L. Lyons Brown III (MBA 87)
Altamar Brands, LLC
Robert F. Bruner
Dean, University of Virginia
Darden School of Business
Susan J. Chaplinsky (Faculty)
Darden School of Business
G. David Cheek (MBA 79)
The Meridian Group
James Su-Ting Cheng (MBA 87)
Commonwealth of Virginia
VN Dalmia (MBA 84)
Dalmia Continental Pvt. Ltd.
Michael A. DeCola (MBA 77)
Mississippi Lime Company
Karen K. Edwards (MBA 84)
Kosiba Edwards Associates
Louis G. Elson (MBA 90)
Palamon Capital Partners, LLP
Arnold B. Evans (MBA/JD 97)
SunTrust Robinson Humphrey
John Fowler Jr. (MBA/JD 84)
Wells Fargo Securities, LLC
Catherine J. Friedman (MBA 86)
Independent Consultant
Donald W. Goodman (MBA 84)
Retired, The Walt Disney Company
Kirsti Goodwin (MBA 02)
Gordon Grand III (MBA 75)
Russell Reynolds Associates Inc.
Edwin B. Hooper (MBA 94)
Centerview Capital
Robert J. Hugin (MBA 85)
Celgene Corporation
Martina Hund-Mejean (MBA 88)
MasterCard Worldwide
William I. Huyett (MBA 82)
McKinsey & Company
Lemuel E. Lewis (MBA 72)
Local/Weather.com
Luann J. Lynch (Faculty)
Darden School of Business
John G. Macfarlane III (MBA 79)
Zafferano Capital Holdings
and Zaff LLC
Carolyn S. Miles (MBA 88)
Save the Children
Douglas T. Moore (MBA 80)
First Street Consulting
Marshall N. Morton (MBA 72)
Media General Inc.
Michael ONeill (MBA 74)
Citigroup
Richard M. Paschal (MBA 89)
Coach, Inc.
Honorable Lewis F. Payne (MBA 73)
McGuireWoods Consulting, LLC
Zhiyuan(Jerry) Peng(MBA 03)
Four Seas Capital Management
Scott A. Price (MBA/MA 90)
Walmart Asia
Admiral Gary Roughead
Retired U.S. Navy
Frank M. Sands Sr. (MBA 63)
Sands Capital Management
Frank M. Sands Jr. (MBA 94)
Sands Capital Management
John Simon
Executive Vice President and
Provost, University of Virginia
Henry F. Skelsey (MBA 84)
PRC Venture Partners, LLC
Susan Sobbott (MBA 90)
American Express OPEN
John R. Strangfeld Jr. (MBA 77)
Prudential Financial, Inc.
Teresa A. Sullivan
President, University of Virginia
George S. Tahija (MBA 86)
PT Austindo Nusantara Jaya (ANJ)
Bruce Thompson (MBA 90)
Bank of America
William P. Utt (MBA 84)
KBR, Inc.
Thomas R. Watjen (MBA 81)
Unum Group
Roger L. Werner Jr. (MBA 77)
Outdoor Channel Holdings, Inc.
Elizabeth K. Weymouth (MBA 94)
Riverstone Holdings, LLC
The five Leadership Boards of the Darden School of
Business are composed of more than 130 distinguished
leaders who collectively serve as an innovative force in
the advancement of the Darden School throughout the
world. (Listing as of 1 November 2013)
Douglas T. Moore (MBA 80)
of Richmond, Virginia,
Principal,
First Street Consulting, LLC
Arnold B. Evans (MBA/JD 97)
of Atlanta, Georgia,
Managing Director,
SunTrust Robinson Humphrey
New Members Elected to the Darden School
Foundation Board of Trustees
Bruce Thompson (MBA 90)
of Charlotte, North Carolina,
Chief Financial Offcer,
Bank of America
Alumni Leadership
FALL/WINTER 2013 41
ALUMNI ASSOCIATION
BOARD OF DIRECTORS
CHAIR
Karen K. Edwards (MBA 84)
Kosiba Edwards Associates
PRESIDENT
Douglas T. Moore (MBA 80)
First Street Consulting, LLC
George (Yiorgos) Allayannis
Faculty Adviser
Keith Bachman, CFA (MBA 89)
Bank of Montreal
Katherine Baronowski (Class of 2014)
Student Representative
Christine Piorkowski Barth (MBA 94)
Snowbird Capital
Jerry Connolly (MBA 88)
Nomura Securities International
Richard P. Dahling (MBA 87)
Fidelity Investments
Christian Duffus (MBA 00)
LEAF College Savings, LLC
Warren F. Estey (MBA 98)
Deutsche Bank Securities
Jennifer McEnery Finn (MBA 00)
Capital One
Michael Ganey (MBA 78)
Marketing Consultant
Owen D. Griffn Jr. (MBA 99)
Dominion Enterprises
Kendall Jennings (MBA 12)
IBM
Bruce Jolly (MBA 67)
Tatum CFO Partners, LLP
Harry N. Lewis (MBA 57)
Lewis Insurance Agency, Inc.
Nicole McKinney Lindsay
(MBA/JD 00)
Strong Seed Professional
Development, LLC
Dar Maanavi (MBA/JD 94)
Merrill Lynch & Co., Inc.
Matthew Markee (MBA 01)
Recast Energy, LLC
Betsy Markus (EMBA 11)
First Affrmative Financial Network
Jay McDonald (MBA 71)
Middleton McDonald Group, Inc.
Jeanne L. Mockard (MBA 90)
JLM Capital and Consulting
Melissa Monk (EMBA 08)
Equifax, Inc.
Kari E. Pitkin (MBA 97)
Bank of America Merrill Lynch
Shelley Reese (MBA 08)
Booz Allen Hamilton
Elvis Rodriguez (MBA 10)
Goldman Sachs Group, Inc.
Abby A. Ruiz de Gamboa (MBA 04)
Deloitte Consulting, LLP
Nancy Schretter (MBA 79)
The Beacon Group
Shaojian Zhang (MBA 99)
Rockwell Automation
DEANS DIVERSITY
ADVISORY COUNCIL
Nicola Allen (MBA 10)
Pelton & Crane
Paige Davis(MBA 09)
MTB Investment Advisors
Jonathan Englert(MBA 10)
Deloitte, LLP
Teresa Epperson (MBA 95)
AlixPartners
Marguerite Furlong Longo(MBA 08)
Johnson & Johnson Consumer
Products
Ray Hernandez (MBA 08)
NewComLink
Drew Holzwarth (EMBA 09)
Stanley Martin Companies
Allison Linney (MBA 01)
Allison Partners, LLC
Octavia Matthews (MBA 89)
Willard McCloud (MBA 04)
Cargill, Inc.
Tawana Murphy Burnett (MBA 04)
Pfzer Consumer Healthcare
Michael Peters (MBA 09)
COMCAST Corporation
Reynaldo Roche (MBA 07)
Delta Air Lines, Inc.
William Sanders (MBA 06)
Korn/Ferry
Rhonda Smith (MBA 88)
Breast Cancer Partner
Jeffrey Toromoreno (MBA 06)
Citigroup, Inc.
Daniele Wilson (MBA 11)
Johnson & Johnson
GLOBAL ADVISORY
COUNCIL
Andrew Bubala (MBA 01)
Google
Jim Chapman (MBA 00)
Halsey Cook, Jr. (MBA 91)
Legrand North America
VN Dalmia (MBA 84)
Dalmia Continental Pvt. Ltd.
LouisG. Elson(MBA 90)
Palamon Capital Partners, LLP
SilviaEthel(MBA 99)
GabrielaGold(MBA 95)
World Bank
Leslie Grayson
Isidore Horween Emeritus Research
Professor of International
Management
ClellandPeabody Hutton
(MBA/JD 75)
Orion Partners
GeneKim(MBA 96)
Nexolon
Rosemary King (MBA 91)
Quaero
TakahisaKoitabashi(MBA 93)
iSigma Capital Corporation
Richard K.Loh(MBA 96)
Ploh Group Pte. Ltd.
Elie Maalouf (MBA 89)
Zhiyuan(Jerry) Peng(MBA 03)
Four Seas Capital Management
Anton Periquet(MBA 90)
Pacifc Main Holdings,
Camden Hill Group
Kari E.Pitkin(MBA 97)
Bank of America Merrill Lynch
ScottA. Price(MBA/MA 90)
Walmart Asia
VincentRague(MBA 84)
Catalyst Principal Partners
FionaRoche(MBA 84)
Estates Development Co. Pty. Ltd.
WalterShill(MBA 86)
Accenture
HenryF. Skelsey(MBA 84)
PRC Venture Partners, LLC
ErikSlingerland(MBA 84)
Egon Zehnder International Gmbb.
Ichiro Suzuki(MBA 84)
Nomura Asset Management
GeorgeS. Tahija(MBA 86)
PT Austindo Nusantara Jaya (ANJ)
SergioWaisser(MBA 98)
McKinsey & Company
Jimmy Wei(MBA 02)
KPCB China
Baocheng Yang(MBA 04)
Huanghe Science and Technical
University
CORPORATE ADVISORY
BOARD
CHAIR
JohnFowlerJr. (MBA/JD 84)
Wells Fargo Securities, LLC
VICE-CHAIR
RichardM. Paschal(MBA 89)
Coach, Inc.
MichaelBalay(MBA 89)
Cargill, Inc.
HelenBoudreau(MBA 93)
Novartis Corporation
MarkBower(MBA 02)
Bain & Company
Ray Butler
Kollmorgen
Kevin Clark(MBA 01)
Amazon
DavidCouture(MBA 95)
Deloitte Consulting, LLP
R.Scott Creighton(MBA 82)
Johnson & Johnson Consumer
Products
Murray Deal
Eastman Chemical Company
RichardEdmunds(MBA 92)
Booz & Co.
Pierre Jacquet (MBA 98)
L.E.K. Consulting
ThomasJohnstone(MBA 88)
GE Capital Corporation
JohnBernard Jung(MBA 84)
BB&T Capital Markets
MatthewKaness(MBA 02)
Urban Outftters, Inc.
MaryLou Kelley(MBA 91)
Chicos FAS, Inc.
MicheleKessler(MBA 89)
DavidKostel(MBA/JD 97)
Credit Suisse
HarryLawton(MBA 00)
The Home Depot
CharlesLeddy(MBA 03)
OctaviaMatthews(MBA 89)
DanielMcKeon(MBA 08)
Marriott International, Inc.
Fernando Merc(MBA 98)
Nestle Purina
William J. OShea Jr.(MBA 84)
Campbell Soup Company
ThomasPoole(MBA 99)
Capital One
Thomas W. Reedy Jr.(MBA 91)
Carmax, Inc.
JamesSchinella(MBA 93)
Manilla
Steve Sonnenberg(MBA 79)
Emerson
Elizabeth Thibodeau(MBA 07)
Target
MarkWatkins(TEP 94)
MeadWestvaco
M. Reaves Wimbish(MBA 97)
Accenture
42 THE DARDEN REPORT
1. What was your frst job? That depends on your
defnition of a job, I suppose. I started mowing
lawns and pulling weeds for neighbors when I was
11 or 12. My frst formal job was as a gopher at an
Ace Hardware store.
2. Whats the best advice you have ever re-
ceived?
After I graduated from college, I met a leading
economist. He taught me that you could only be
an expert in a focused area. You need to fnd other
people with different experiences and expertise to
build a successful business.
3. Do you prefer numbers or words? Facts; they
can come either way.
4. What motivates you? I have a classic type A
personality. I need to be in constant motion. I have
been trying to focus more on having fun!
5. When and where do you do your best think-
ing?
After a run or a workout. Strenuous exercise relaxes
me and clears my head.
6. What are you reading these days? Right now I
am reading Predictive Analytics The Power to Pre-
dict Who Will Click, Buy, Lie, or Die by Eric Siegel,
which is about the use of data and analytics to
transform business, and Im also reading La Roja
How Soccer Conquered Spain and How Spanish
Soccer Conquered the World, by Jimmy Burns,
which is a great modern history of Spain and of
Spanish soccer.
7. What technology can you not live without?
I go crazy if I am not connected, so ubiquitous
wireless networking is a must.
8. What companies do you admire? Of course
Cisco, where I was privileged to be a part of a team
that drove market leadership through three business
cycles. At Centerview Capital, we just made an
investment in an amazing company: Rich Relevance.
They are transforming e-commerce by leveraging
new analytical models and machine learning.
9. How do you stay ahead of the competition?
By focusing on the market and the customer. Skat-
ing to where the puck will be before your competi-
tor can get there, to use a hockey metaphor.
10. What characteristics do you look for in
people? I look for smart people who love to look at
problems from all sides and who drive action.
11. Whats the best thing that has happened to
you in the last year? A year and a half ago, I took
two months off between Cisco and Centerview. It
was the frst time I had spent time with my family
without a mobile phone glued to my ear. It was
hugely refreshing mentally, and we had a great
time.
12. How do you measure success?
I will let you know when I get there.
13. Which natural talent would you most like to
have? I wish I could pitch in the major leagues.
14. What is your most treasured possession?
My family.
15. What have you recently uploaded onto your
iPad? Evernote. Best productivity app in a decade.
16. How do you unwind? I love to ski. Our whole
family loves it in the mountains.
17. Whats your favorite cause? My wife, Freya
created onegreatbook.com to help parents fnd
books their children will love. Teaching kids to love
to read and learn is the best opportunity to help
them succeed over their entire lives.
18. Whats your favorite food and beverage?
My vices are red wine and dark chocolate.
19. Which Darden professor infuenced you the
most? Bob Bruner, whose leadership and commit-
ment to the Darden institution is a great example
for all of us.
20. If you could go back and take a class now,
what would it be? Is there still a class in sales?
We are all in sales, but most of us dont realize it.
Questions With
Ned Hooper
(MBA 94)
N
ed Hooper (MBA 94) has been at
the forefront of the intersection
between technology and business
for more than 15 years. In his current po-
sition as a partner at Centerview Capital,
Hooper leads the rms technology growth
and private equity investment practice.
In his former role as senior vice pres-
ident and chief strategy ofcer at Cisco,
Hooper developed the business vision and
methodology to identify market transitions
across customer segments and created
integrated strategies that leveraged all
Ciscos assets. His innovative approach and
expertise in business development, cou-
pled with his understanding of early-stage
technology, enabled Hooper to drive
Ciscos growth strategy, and the companys
revenue increased from $18 billion to more
than $46 billion over a 10-year period.
Before joining Cisco, Hooper was re-
sponsible for building and implementing a
global distribution plan for Lightspeed In-
ternational, a startup Cisco had acquired.
He began his career in technology with
MCI in product management.
As a member of the Darden School
Foundation Board of Trustees, Hooper has
been instrumental in helping the School
establish and enhance relationships on the
West Coast. He hosts an annual Tech Trek
dinner with Dean Bob Bruner, Darden
leaders and alumni to discuss the Schools
West Coast initiatives and to create new
cases and research based on pressing
technological issues. Hooper resides in the
San Francisco Bay area with his wife, Freya
(MBA 94), and their three children.
20
your
EXPERIENCE
career
C O M M U N I T Y
DARDEN
THE NO. 1 EDUCATION EXPERIENCE IN THE WORLD. THE ECONOMIST, 2011-13
your
ANNUAL FUND 2014
DARDEN
Everyone has a unique perspective and reason as
to why they give back whether its to nurture a
community of learners-turned-leaders or continue
our bold pursuit of knowledge. Your gift supports
all three formats of the MBA MBA, MBA for
Executives and Global MBA for Executives and
fuels curricular innovation so that we can continue
to deliver the most dynamic academic experience
on the planet. Darden has never been more
powerful than it is today, thanks to alumni support.
You are our next legacy.
Tis is YOUR DARDEN.
Share your Darden story with us at #URDarden or
urdarden@darden.virginia.edu.
Tere are more than 14,000 alumni stories
at Darden. What is YOUR STORY?
DAF-1004_NovPrintad_RD2.indd 1 11/22/13 2:29 PM
University of Virginia Darden School Foundation
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