The Business of Business School
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By now, odds are you've heard about Investing in Excellence: A Campaign for Tuck. This multiyear, $110 million fund-raising effort launched in November 2004 as part of Dartmouth's $1.3 billion Campaign for the Dartmouth Experience is the most ambitious capital campaign in Tuck's history. You've gotten the brochure, an email or two, perhaps even a call from Hanover. Fund-raising campaigns do not, after all, thrive on silence and timidity. In every fund-raising campaign, the burden falls upon the institution to answer a fundamental question: why do we need your money? There are, on the one hand, the very concrete answers—to build a new residential and classroom complex, to support the leadership development program for students, to offer additional much-needed scholarships, just to name a few of the worthy causes in this campaign. If Tuck is to continue to provide arguably the best businessschool education available—an especially strong case, if Tuck alums are doing the arguing—investment in students, faculty, programs, and facilities is essential. But in Tuck's particular case, there is another answer, one that has less to do with why the school needs money and more to do with why it needs it from alumni. At its core, the Tuck MBA experience is devoted to the individual and to individuals as a community. Tuck has a smaller student body than most of its peer schools, and all its professors teach in the MBA program. Among the top business schools in the U.S., Tuck is the only one so focused on a single degree program. That focus creates a unique and attention-rich experience for the student, but it also means that Tuck operates on a different business model, one that ultimately relies more heavily on the generosity of its alumni than do those of many of its peer institutions. Read more: download the full text of this article in Acrobat PDF format. |
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