 Tuck School of Business
Dartmouth College
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News & Opinion
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- Responsible Leadership: Tuck Weighs In
What are three responsibility factors that lead executives to reach either ethical fame or failure? Tuck’s Dean Paul Danos comments on what was really at play during the financial crisis. Tuck faculty offer insights for how executives can better understand the delicate interplay between corporate culture, communication, and leadership as they relate to individual responsibility.
- Innovation Ecosystems: Increasing the Odds of Innovation Success
Many companies have discovered new ways to weave together complex webs of partners to offer superior products to consumers. This ability sets them apart from their business peers, however for many companies, such attempts at innovation result in costly failures characterized by broken promises and missed expectations. This is because, along with new opportunities, innovating in ecosystems presents new sets of challenges.
- Top Three Biggest Barriers to Innovation
Tuck Executive Education recently conducted a survey to find out what the biggest barriers are for organizations in executing an innovation initiative. The results from nearly 200 executives and directors corroborate the findings from Tuck faculty Vijay Govindarajan and Chris Trimble, co-authors of the new book: The Other Side of Innovation, The Execution Challenge.
- Breaking Through Personal Leadership Barriers with Marshall Goldsmith
Marshall Goldsmith reminds participants, “You are all very successful people. If what I have to teach works for you, great. If not, don't do it." It takes a confident teacher to invite his students to disregard his message. But Goldsmith's low-key style isn't just for show.
- A New Way of Talking
Remember the Big Three auto executives who flew to Washington last year to testify about the condition of the their industry and (for General Motors and Chrysler) to request federal aid? They traveled in three corporate jets, raising a firestorm of criticism at a time when Detroit autoworkers were being laid off by the thousands.
- Research Shows Gap in Financial Leaders’ Skills Set
Prof. Howell designed SFLP to help senior finance executives become stronger strategic partners to the CEO by providing the tools to link strategy, leadership, communication, and financial decision making to long-term value creation.
- Tuck Executive Program Profile: Bill Simpson, Hershey Entertainment & Resorts
When Bill Simpson was tapped for the executive vice president and chief operating officer's role at Hershey Entertainment & Resorts, the job came with the kind of request most business executives dream about: He was told to find any executive program that would benefit him personally and professionally.
- Govindarajan's Influential Management Concept
The editors at Harvard Business Review (HBR) have named Tuck strategy professor Vijay Govindarajan's concept of reverse innovation one of the 12 most influential management ideas of the decade.
- Understanding Changing Consumer Habits
Anyone who has reached for the supermarket label instead of the premium brand knows that consumers have changed their buying habits, says TEP faculty member Kusum Ailawadi. The question, however, is how they've changed them and how companies should react.
- Guiding Reform of Capital Markets
As the world came to terms with the depth and severity of the financial crisis in the fall of 2008, Global Leadership 2020 faculty member Matt Slaughter, with Tuck colleagues Andy Bernard and Ken French, found themselves in an ongoing conversation about the future of financial regulation.
- Authenticity Key to Corporate Reputation
Leadership and Strategic Impact faculty director Paul Argenti has started every one of the talks he's given over the last decade by reminding the audience how little most people trust big business. Nevertheless, the numbers in a recent poll were shocking--across the world, 62 percent of people trusted business less than they did a year before; in the United States, the number was 77 percent.
- Global Leadership 2020 Profile: Mary Jones, Deere & Co.
Business lessons sometimes come in the unlikeliest of places. That was true for
Mary Jones, head of global talent development at Deere & Co., after she visited
a "children's village" in India. The visit was part of Global Leadership 2020, the flagship consortium program of Tuck Executive Education.
- Next Practices in Business Strategy
Professor Vijay Govindarajan, co-faculty director of Global Leadership 2020,
took on a two-year role as Professor in Residence and Chief Innovation Consultant
at General Electric. What he has learned from that time has given him a breadth
of material for reasearch and teaching.
- The Strategic CFO
Senior financial officers have been hit with a one-two punch: first was the Sarbanes-Oxley
Act of 2002; more recently, the economic
downturn has significantly increased pressure to meet investor expectations. Some CFOs have risen to the challenge
by assuming a newly important role in their company—that of a trusted advisor
to the CEO. There’s only one problem: Raised on the certainty of numbers, many financial officers often lack the subtle communication and leadership skills necessary to negotiate and direct strategy. Tuck Executive Education has pioneered a solution: the Strategic Financial Leadership Program. Designed specifically for financial officers, the new program is open to individual participants or teams involved in developing, communicating, and leading strategy.
- Upstream, Downstream in an Innovation Ecosystem
Airbus was the central player—the focal innovator—in a collaborative and interdependent
arrangement that allowed it to combine the innovations of other firms, organizations,
and regulators into a coherent, customerfacing solution that no single firm could
create. "Innovation ecosystems" like this are the interest of professor Ron Adner,
and his seminal research into their dynamics is paying off for the firms that
use them.
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