Tuck's legacy of close relationships—faculty-to-student, student-to-student, and student-to-alum—is a foundation we continue to build on. Such relationships are the ties that bind us in such a special way and form the essential ingredient in the Tuck spirit that makes our MBA program unlike any other. When you enroll here, you get a double dose of learning, one from the great faculty in the classroom and one from the other great relationships that are part of the Tuck experience.
Over the next five years, our goal is to add more dimensions to this personal learning process. In our current electives, students dive deeply into areas of faculty expertise, resulting in perhaps the best coverage of cutting-edge ideas by any business school. Where many top schools have gone toward more outsourcing and distancing of student and faculty, our full-time professors teach almost all our courses, bringing their thought leadership directly into the classroom.
We are currently studying ways of pushing faculty access to unprecedented levels with more small-scale courses, more thought-leading professors, and more opening up of the knowledge creation process. We will always strive to hit that sweet spot where scholarship and practice meet. In addition, we will explore exciting and pragmatic ways to make our MBA program more global, and we will add even more effective approaches to forming leaders.
No school pays more attention to student learning and preparation for career-long contributions than Tuck, but we can't rest on our laurels. Our strategic review will guide us as we continue to seek out improvements in every aspect of our MBA program.
Our blend of rigor and personalization at world-class levels can only be achieved because of outstanding support from our alumni. We have benefited like no other school from the generosity of our many generations of graduates. Our future position as one of the truly great schools will also depend on that extraordinary level of loyalty. Thank you for all you do for Tuck. We will keep you posted as we move toward implementing our new strategy.
Paul Danos
