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A magazine for alumni and friends of the Richard Ivey School of Business/Summer 2005
intouchBuildingDreams
Jared Bettridge and Beth Shumka were members of the Ivey Builds
team, a student project thatcreated a tangible legacy Page 24
Mentors Matter Page 28
intouch
A magazine for alumni and friends of the Richard Ivey School of Business/Summer 2005
A Certified Management Accountant designationequips you to contribute to virtually every aspectof a business. Backed by solid accountingexpertise, the CMA program trains you instrategic, leadership and communication skills,making you an invaluable member to any team.Visit our website or e-mail us to find out whichpath to the CMA designation is right for you.
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F E A T U R E S16 Two Years On InTouch talks toDean Carol Stephenson and AssociateDean Kathleen Slaughter two yearsafter they took on challenging new jobs.
20 Class of 2005 As usual, Iveyhas produced an outstanding cropof future leaders – men and womenof talent and commitment whoembody Ivey’s mission and live itsvalues. Meet six representatives.
24 Ivey Builds Talk about buildingdreams – Ivey students worked withHabitat for Humanity to create abarrier-free house, then celebratedwith a conference featuring RalphNader and Stephen Lewis.
28 Contact Sport Mentors canmake a critical difference in anycareer – offering encouragement, sup-port, advice and the right connec-tions. Meet four Ivey grads who foundperfect mentors – a fellow alumnus, abusiness leader and family friend, andan Ivey professor – and get some tipson being a great mentor and mentee.
34 Hot Profs Thanks to the enthu-siasm of their students, they made
the pages of Canadian Businessmagazine. And when you meetDenis Shackel and Michael Sider,it’s no surprise – they’re dedicatedteachers who love connecting withtheir students.
D E P A R T M E N T S4 Doing Business The Ivey Business Consulting Group comes ofage, and an Ivey student becomes aRhodes scholar – just some of theexciting developments at Ivey.
12 Alumni News and EventsA unique relationship between IAA/
New York and a major law firmleads the news from around the world.
36 Development UBS is one ofmany leading companies who areIvey Corporate Partners.
38 Notes from Near and FarFind out what your classmates have been up to, or dip into other eras and marvel at the diversity and success of Ivey grads.
52 Alumni Speak Hot tips forbecoming a leader right now.
LARISSA CHAIKOWSKY, MBA ’04 ANDSTEPHEN DIOTTE, MBA ’96 – A MENTORRELATIONSHIP THAT BENEFITS BOTH.
INSIDEINTOUCHS U M M E R 2 0 0 5
Editor in Chief Glenn Yonemitsu, MBA ’89 Editorial Board Bob Beauregard, MBA ’62, alumnus; StephanieBrooks, HBA ’93, Executive Development; Sandy Hurst, retired Faculty member; Michael Needham, MBA ’68, Advisory Board;Rob Way, Marketing and Communications; David Weiner, MBA ’85,alumnus; Glenn Yonemitsu, MBA ’89, AdvancementManaging Editor Pat Morden Design Karin CullitonProduction Co-ordinators Don Park, Rachel Condie Contributing Writers Pat Morden, Max Morden, Charlene Ge,Asheefa Sarangi Research Sarah McCarthy
intouch is published by the Department of Advancement at theRichard Ivey School of Business, The University of WesternOntario, London, Ontario, Canada, N6A 3K7
@intouch is a regular e-newsletter that provides updates on theSchool between issues of the magazine. See www.ivey.uwo.ca/intouchintouch welcomes input from all alumni for letters to the editor,articles or ideas on themes. Please send all address changes toAdvancement, Richard Ivey School of Business, The University ofWestern 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 2005 – Richard Ivey School of Business.Reproduction in whole or in part without permission is prohibited.Cover Photo Brian HillierAdvertising Sales Rachel Condie, Ivey Advancement (519) 661-4101 28PH
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Doing BusinessThe School in the World
ing Inc. on February 1, the firm now be-comes Canada’s first tactical consultan-cy. Mezzanine targets managers in largeand mid-sized companies who needsome help with their business plans,without trying to reinvent their compa-nies. “We help Canadian businesses getbetter at what they already do well,”says Shepherd.“We’re like an MBA SWATteam – we come in and quickly do whatneeds to be done, and out we go.”
Mark Healy, MBA ’05, Mezzanine’sPrincipal - Director of Operations, hopesthat Mezzanine will do for consultingwhat WestJet has done for the airlineindustry. “We want to run a really lowcost operation, attract high-end talent,and deliver high quality, rapid service toour customers,” he says. “We’re tryingto help the people who really need con-sultants – middle managers who areoverworked and under-resourced.”
Mezzanine now has five full-time
Mezzanine BusinessConsulting launchedfrom Ivey Business Consulting GroupFor three decades the Ivey Business Con-sulting Group (formerly Western Busi-ness Consulting) provided Ivey studentswith consulting and entrepreneurial ex-perience during the summer. But in re-cent years, the withdrawal of govern-ment funding and higher costs ofeducation made IBCG increasingly diffi-cult to sustain. Thanks to dedicatedalumni, IBCG has found new life as Mez-zanine Business Consulting.
Lisa Shepherd, MBA ’02, an IBCG sum-mer student who loved the experience,saw an opportunity to put the organiza-tion on a solid footing. With the consentof the School, she hired full-time staff,and opened a Toronto office. With thelaunch of Mezzanine Business Consult-
MEZZANINE BUSINESS CONSULTING TEAM
Gilbert Chow,Hong Kong Gen-eral Manager ofNorthwest Air-lines, celebrateswith Ivey Associ-ate Dean (Asia)Kathleen Slaugh-ter after Ivey wasdeclared the over-
all winner of the 2004 Asia Pacific Case Writing Competitionfor the case,The Pizza Public Company Limited- Thailand,authored by Slaughter with Professor Michael R. Pearce andElizabeth O’Neil.The competition was chaired by Chow.
staff and three students. It will maintainIBCG’s close relationship with Ivey, and in-clude Ivey faculty members on its Advi-sory Board.“We have a great resource forhelping Ivey alumni take their team ortheir company to the next level,” saysShepherd. “We can really help themachieve their goals.”
Fo r m o r e i n f o r m a t i o n , s e e www. mezzanineconsulting.com
Pre-business studentscontribute to tsunami reliefLast December René Frey, HBA ’03, had aclose call. A Business 020 instructor, Freywas visiting the island of Phi Phi Don inThailand when the tsunami struck. Heand his brother Kevin were able to race tohigher ground just ahead of the surge,buthis younger brother Dave was trapped inhis bungalow and forced to dive underthree metres of water to find a way out.
On his return to Ivey, Frey and fellowinstructors Ian Da Silva, Jenni Denni-son, Julie Harvey, and Niki Healey coor-dinated a tsunami relief effort amongBusiness 020 students. Together theycontributed more than $4,000 to theCanadian Red Cross.
Frey, still haunted by the devastationleft behind by the tsunami, was over-whelmed by the students’ response. “Ithink it’s great that our students havebeen so generous,” he says. “These stu-dents, who don’t have full-time jobs, havegiven as much as $200 to the fund.”
Ivey’s men’s rugbyteam shows its win-ning form on theway to a best-everthird place finish atthe 25th annualchampionships, heldat Duke University.Ivey’s women’steam also placedthird in the tourna-ment. Co-captainRob Skringer, MBA ’05, commented:“Overall, this was an amazing ac-complishment for a school the size of Ivey. It was incredible how muchheart the teams displayed.”
School places third in MBA Rugby World Championships
Ivey wins case writing competition
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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 5
IBK Capital Ivey Business Plan Competition draws MBAsfrom across Canada The 7th annual IBK Capital Ivey Busi-ness Plan Competition was won byMBA students from Simon Fraser Uni-versity for their start-up companyJARN. The team received $25,000 fortheir winning business plan and willgo on to represent Canada at the Glob-al Moot Corp. competition at the Uni-versity of Texas.
The competition, designed to pro-mote entrepreneurship within Canadianbusiness schools, is organized by IveyMBA students. Competitors submitnew-venture business plans for judging.JARN is a company focused on develop-ing storage equipment to better enableorganizations to manage data.
“This competition offers studentsthe opportunity to compete with inter-national entrepreneurial talents and tonetwork with business students fromaround the country,” says Matt Hall,MBA ’05 and Co-Chairman, IBK CapitalIvey Business Plan Competition. “Inaddition, it offers current businessleaders the chance to be involved inshaping some of Canada’s future busi-ness leaders.”
The IBK Capital Ivey Business PlanCompetition is generously support-ed by IBK Capital, Business Develop-ment Bank of Canada, CovingtonCapital, Growthworks VC, CelticHouse, Research in Motion,Brightspark, Prime Restaurants, andVentures West.
MATT HALL, MBA ’05, COMPETITION CO-CHAIR, RYANZURRER, HBA ’06, ERIC MORSE, EXECUTIVE DIRECTOR OFTHE INSTITUTE FOR ENTREPRENEURSHIP AND JR SHAWPROFESSOR IN ENTREPRENEURSHIP AND FAMILY-OWNED BUSINESS, AND ANDRE MOUSSEAU, MBA ’05
HBA STUDENT CHOSEN AS RHODES SCHOLARJoelle Faulkner,BESc/HBA ’06 candidate,is one of only 11 students from acrossCanada who is heading to Oxfordnext year to study as a Rhodes Scholar.
Faulkner is enrolled in the jointHBA and engineering program atIvey, and is also taking courses atWestern Law. She plans to study lawat Oxford, with the eventual goal ofpursuing a career in the commercial-ization of scientific research.
In addition to her demanding aca-demic program, Joelle owns andruns Compost King, a soil supplycompany, and volunteers her time atthe University and in the communi-
ty. “I’m lucky, I can handle a numberof things at once – and I have a lotof friends who help me,” she says.“I think everyone has potential butyou can only succeed if you try. I justtry more.”
Dean Carol Stephenson believesthat Faulkner is an exemplar of whatthe School stands for. “Joelle repre-sents the type of character, integrityand overall caring for others thatmakes the Ivey mission come alive.It would not surprise me to pick up the newspaper in the future and read that she has just become Canada’s Prime Minister!”
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Lawrence Centre promotes new studentopportunitiesIvey has an exciting new course startingin September, thanks to the efforts of theLawrence National Centre for Policy andManagement Advisory Council. Interna-tional Business Strategy and Public Poli-cy, taught by David Conklin, James D.Fleck Professor in International Business,will focus on the interaction betweenmanagement decisions and public poli-cies. Already it’s receiving a lot of atten-tion from HBA and MBA students. “I’mvery excited,” says Centre DirectorDianne Cunningham. “We’re giving stu-dents what they want and need.”
The Lawrence Centre has a mandate tobe a strong advocate for sound policy thatwill ensure a powerful future for Canada.“The whole focus is to bridge the gapsbetween business, government, acade-mia, and labour,” says Cunningham. “It’sabout getting people to work together.”
The Advisory Council met face to facefor the first time on February 7. With stu-dents, faculty, and guests in attendance,Former Deputy Minister of Finance KevinLynch, now Executive Director for theCanadian, Irish and Caribbean con-
stituency at the International MonetaryFund, delivered a keynote address onimproving business and government rela-tions to produce sound policy.This was fol-lowed by a panel consisting of boardmembers Kevin Chan,Privy Council Office;Edward Clarke,CEO TD Canada Trust;BlakeGoldring,President and CEO AGF; Jim Din-ning, Chairman,Western Financial Group;and Geoffrey Simpson, Globe and Mailnational affairs columnist.
The next meeting of the AdvisoryCouncil will be held on November 3 and4 at the Toronto Stock Exchange. Thetheme will be government and busi-ness in the 21st century, with a focus onCanadian American relations. Students,faculty, and alumni are invited.
The Lawrence Centre also helped HBAstudents organize the first annual jointconference with the University of Michi-gan’s Ross School of Business.The theme ofthe conference, held at Ivey from March 10to 12,was “Business Sustainability.”Despitea snowstorm, nearly 40 students from theRoss School attended. The conference fea-tured Jack Mintz,President and Chief Exec-utive Officer of the CD Howe Institute.
CENTRE FOR VALUE INVESTING LAUNCHEDWith the generous support of Fairfax Financial Holdings Limit-ed, the Ivey Business School recently created the Centre for Val-ue Investing and the Ben Graham Chair in Value Investing.
Professor George Athanassakos, the recipient of the Chairand Director of the Centre, developed and taught the firstvalue investing course at Ivey from January to March 2005.The inauguration of the Centre was celebrated with publiclectures by distinguished value investor practitioners. Thefirst speech was delivered on March 7 by Mr. Irving Kahn, oneof the last remaining associates of Ben Graham, the founderof value investing. Mason Hawkins, the founder of South-eastern Asset Management, Peter Cundill from Peter Cundill& Associates Ltd., and Mark Holowesko from Templeton Capi-tal Advisers Ltd. also lectured at the Centre
“The creation of the Ben Graham Chair in Value Investing is inmemory of the dean of value investing and will help educate thenext generation of value investors in Canada,”said Prem Watsa,MBA ’74,Chairman,Fairfax Financial Holdings Limited.
Value investing is the investment style of buyingunder-valued stocks. Perhaps the most famousBen Graham disciple is Warren Buffett.Athanassakos focuses his research on mar-ket anomalies that investors can exploit totheir advantage.“The heart of this new courseis to find the intrinsic value of a stock,” he says,“which is the true economic value that the mar-kets will eventually move to. Value in-vestors will invest in a stock onlywhen the stock’s market price iswell below its intrinsic value.”
(FROM L-R): DIANNE CUNNINGHAM, DIRECTOR,LAWRENCE NATIONAL CENTRE FOR POLICY AND
MANAGEMENT; DR. JACK MINTZ, PRESIDENT AND CEO,C. D. HOWE INSTITUTE; DR. PAUL DAVENPORT,
PRESIDENT, UWO; SHALOO SAVLA, FORMER STU-DENTS’ ASSOCIATION PRESIDENT, HBA ’06 CANDI-
DATE; DR. MARK VANDENBOSCH, HBA ’84. HBAPROGRAM DIRECTOR AND MAGNA INTERNATIONAL
INC. CHAIR IN BUSINESS ADMINISTRATION.
Business FamiliesFoundation hostsconference at IveyIn December, Philippe and Nan-b deGaspé Beaubien, co-founders of theBusiness Families Foundation in Montre-al, led a conference, Governance for Busi-ness Families, that brought togetheracademics, practitioners and profession-als who deal with family businesses.
Founded in 1993, the Foundation isan international non-profit organiza-tion that assists business families inthe issues they face, by developingstimulating educational programsbased on innovative research.
Professor John A. Davis of the Har-vard Business School, co-author of Gen-eration to Generation: Life Cycles of theFamily Business, was the keynotespeaker. Professor Eric Morse, ExecutiveDirector, Institute for Entrepreneurship,JR Shaw Professor in Entrepreneurshipand Family-Owned Business, and DaveSimpson, MBA ’88, have been nurturingIvey’s entry into this important field.Watch for more news shortly.
PROFESSOR JOHN A. DAVIS,HARVARD BUSINESS SCHOOL
PROF. GEORGE ATHANASSAKOS, RECIPIENTOF CHAIR IN VALUE INVESTING.
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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 5
The Ivey Alumni Association is fortunateto have more than 18,000 people of enor-mous talent and diversity to draw uponfor our Board of Directors. I’m very pleasedto introduce our 16 new members of the
A M E S S AG E F R O M PAT R I C K C R OW L E Y, H B A ’ 74 , C H A I R ,I V E Y A L U M N I A S S O C I AT I O N
Alumniboard
Why were you interested in gettinginvolved with the Ivey Alumni Board? Ihad such a positive experience at Ivey –it was a privilege to attend the School.Recently at Earl Orser’s funeral, I wasreminded of his three pieces of advice:“Hug your mother; don’t get stuck in arut; and put something back in thecookie jar.” This is my way of puttingsomething back in the cookie jar!
What are the goals of the Career Initia-tive Committee? We’re developing pro-grams to support our alumni in careertransitions throughout their lifecycle.The first group we looked at is those inthe first two years after graduation.Our Alumni Partnership program isdoing a good job of helping this group.What we’re beginning to realize is thatthere’s an opportunity with the secondgroup – those from two to 15 or 20years into their careers. There are good
A CO N V E R S AT I O N W I T H L E S L I E ST E P H E N S O N , V E M B A ’ 9 8 , C H A I R ,C A R E E R I N I T I AT I V E S CO M M I T T E E ,I V E Y A L U M N I B OA R D
Board, who will sit for a term of 3 years. Iwish to welcome them to the Board andthank them for their willingness to workon behalf of the alumni and the School.
It has been a very busy and creativetime for the Association. We are work-ing closely with the School on a num-ber of new initiatives. The Ivey RingCeremony has been well received byalumni. Just recently, 300 grads wereinvolved in the ceremony in Toronto, ahuge success that we’re hoping toreplicate around the world.
Over the past few years we haveestablished a clear vision for the Associ-ation, and are now developing a strate-gy, conducting focus groups, and exam-ining best practices in other world-classinstitutions. Our success depends on
Ken Alger, MBA ’00
Peter Andrews, MBA ’84
Ross Chan, MBA ’03
Prakash David, MBA ’05
Dave DeNoble, HBA ’99
Professor Steve Foerster, HBA ’81
Fred Gallina, MBA ’04
Christopher Hewat, MBA ’85
Bill Kiff, HBA ’77
Maria Knowles, HBA ’77
Verne Milot, MBA ’76
Shaloo Savla, HBA ’06
Bruce Shirreff, HBA ’74, MBA ’77
Jim White, HBA ’74, MBA ’75
Karen Wright, MBA ’84
New IAA Board memberssince November ’04
on-line resources through e-Zone, butwe’d like to develop something morepersonal and interactive. We’d also liketo get the third group involved – thosewho achieved success and are perhapslooking toward retirement.
What is the Committee working on?We’ve done a lot of best practices work– looking at what works for otherschools, as well as sharing our success-es with them.
One of our major new projects is amentoring program for the mid-careergroup. We’d like to get people whohave achieved success to be mentorsto people making mid-career transi-tions. We’d also like to develop a man-ual laying out clear expectations formentors and mentees, and link men-toring to coaching by putting togethera recommended list of alumni who arecertified coaches. There’s no shortageof great ideas!
Why is this work important? I’m notsure Ivey grads know where to turnwhen they’re ready to make a careertransition. They should be thinkingabout their business school – after all,many of them made major transitionscoming out of the Ivey program. Ivey istrying to define what makes it differentfrom other business schools – for me,it’s the amazing network of people.
your help to let us know how best wecan serve your needs. We are also hereto pass on your input to the School, toensure that it continues to provide abusiness education of the highest qual-ity. We would love to hear from you.
In addition to welcoming the newBoard members, I want to express adeep debt of gratitude to those step-ping down. These men and womenhave made a very significant commit-ment and contribution to the School.It’s been a joy working with you, and Iknow you will continue to play animportant role in the future of Ivey.
To contact the Ivey Alumni AssociationBoard of Directors, please email [email protected] or visit www.ivey.ca/alumni/directors.htm for more information.
IVEY ADVISORY BOARDCHAIRArkadi R. Kuhlmann, HBA ’71, MBA ’72President and Chief ExecutiveOfficer, ING DIRECT US,Wilmington, US
MEMBERSG. John Adamson, MBA ’72Principal, Cereson Inc.,Toronto, Canada
William D. Anderson, HBA ’72 Stowe, US
G. F. Kym Anthony, MBA ’80President and Chief Executive Officer, National Bank FinancialGroup, Toronto, Canada
Paul J. Atkinson, HBA ’86 Chairman and Chief ExecutiveOfficer, Casero Inc., Toronto, Canada
E. Scott Beattie, HBA ’81, MBA ’86Chairman and Chief ExecutiveOfficer, Elizabeth Arden Inc.,Miami Lakes, US
J. Lorne Braithwaite, MBA ’69Management Consultant, ParkAvenue Ventures, Toronto, Canada
Thomas H. Brent, HBA ’59Chairman, Medihold Ltd.,Toronto, Canada
Robert V. Brouillard, MBA ’66Monmouthshire, Wales
Laurie G. Campbell, MBA ’89 New York, US
Ronald D. Charles, MBA ’71Managing Partner, Caldwell PartnersInternational Inc., Toronto, Canada
Henry K. S. Cheng, HBA ’71,MBA ’72, LLD ’97Managing Director, New World Development Co. Ltd., Hong Kong
Andrew Chisholm, MBA ’85Managing Director InvestmentBanking, Goldman Sachs andCo., New York, US
C. David Clark, MBA ’66Don Mills, Canada
Lisa J. Colnett, HBA ’81Senior Vice-President HumanResources, Celestica Inc., Toronto,Canada
George A. Cope, HBA ’84President and Chief ExecutiveOfficer, Telus Mobility Inc.,Scarborough, Canada
Clare R. CopelandChairman, Toronto Hydro,Toronto, Canada
Patrick G. C. Crowley, HBA ’74Senior Vice-President Finance and Chief Financial Officer, ATI Technologies, Markham, Canada
Paul T. DavenportPresident and Vice-Chancellor,The University of WesternOntario, London, Canada
Kirsten J. Feldman, MBA ’84Advisory Director, Morgan Stanley Dean Witter and Co.,New York, US
Barbara H. Fraser, HBA ’71Senior Vice-President Global Marketing, American Express Co., New York, US
Peter C. Godsoe, O.C.Toronto, Canada
Serge Gouin, HBA ’65, MBA ’66President and Chief ExecutiveOfficer, Quebecor Media Inc.,Montreal, Canada
Paul J. Hill, MBA ’69President and Chief ExecutiveOfficer, Harvard DevelopmentsInc., Regina, Canada
Timothy D. Hockey, EMBA ’97Co-Chair Personal Banking, TDCanada Trust Corp.,Toronto, Canada
James L. Hunter, MBA ’76Chairman of the Board, MackenzieFinancial Corp., Toronto, Canada
Richard W. Ivey, HBA ’72Chairman and Chief ExecutiveOfficer, Ivest Corp., Toronto,Canada
Donald K. Jackson, MBA ’67President, Parkview Capital PartnersInc., Toronto, Canada
Donald K. Johnson, MBA ’63Consultant, BMO Nesbitt BurnsInc., Toronto, Canada
Michael M. Kanovsky, MBA ’73President, Sky Energy Corp.,Calgary, Canada
David J. Kassie, MBA ’79Chair and Chief Executive Officer, Genuity Capital Markets,Toronto, Canada
Gilles Lamoureux, MBA ’66Vice-Chair, Ernst and Young Orenda Corporate Finance Inc.,Toronto, Canada
Jean-Yves Leblanc, MBA ’73Montreal, Canada
Stephen D. Lister, MBA ’85Managing Partner, Imperial Capital Group, Toronto, Canada
Jon E. Love, HBA ’76Managing Partner, KingStreetCapital Partner, Toronto, Canada
Robert W. Luba, MBA ’67President, Luba Financial Inc.,Toronto, Canada
Terrence A. Lyons, MBA ’74Chairman, Northgate MineralsCorp., Vancouver, Canada
Timothy E. MacDonald, HBA ’81,MBA ’88President, A T Kearney Ltd.,Toronto, Canada
Christine A. Magee, HBA ’82President and Co-Founder,Sleep Country Canada, NorthYork, Canada
Chris R. Matthews, MBA ’72Chairman, Hay Group,Philadelphia, US
Michael H. McCain, HBA ’79President and Chief ExecutiveOfficer, Maple Leaf Foods Inc.,Toronto, Canada
Stephen D. McDonald, MBA ’83Executive Managing Director andUS Country Head, Scotia CapitalInc., New York, US
Donald J. McDougall, MBA ’61President, Rambri ManagementInc., London, Canada
Pierre L. Morrissette, MBA ’72President and Chief ExecutiveOfficer, Pelmorex Inc.,Mississauga, Canada
Michael J. Needham, MBA ’68Chairman, SimEx Inc.,Toronto, Canada
Robert E. M. Nourse, MBA ’64President, ARENA Growth Ventures, Santa Barbara, US
T. Kevin O'Leary, MBA ’80Managing Partner, North Coast Capital LLC, Boston, US
Gilles G. G. Ouellette, HBA ’69,MBA ’70President and Chief ExecutiveOfficer Private Client Group, BMOFinancial Group and DeputyChairman, BMO Nesbitt BurnsInc., Toronto, Canada
Madeleine M. Paquin, HBA ’84President and Chief ExecutiveOfficer, Logistec Corp.,Montreal, Canada
C. James Prieur, MBA ’75President and Chief OperatingOfficer, Sun Life Assurance Company of Canada,Toronto, Canada
Bruce H. Reid, MBA ’64Mississauga, Canada
Robert J. Ritchie, MBA ’70President and Chief ExecutiveOfficer, Canadian Pacific Railway,Calgary, Canada
Bruce M. Rothney, MBA ’89Deputy Chairman, RBC CapitalMarkets, Toronto, Canada
Heather A. Shaw, MBA ’87Executive Chair, Corus Entertain-ment Inc., Calgary, Canada
Joseph C. Shlesinger, MBA ’86Managing Director, Callisto Capital LP, Toronto, Canada
Ivey’s Advisory BoardsIvey is fortunate to have the strong support and wisecounsel of many exceptional business leaders. We areproud to list the members of just a few of the boardswhich help propel the School forward. In future issues, wewill share the names of other committees helping Ivey.
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William ShurniakChairman, ETSA Utilities,Keswick, Australia
Douglas E. Speers, MBA ’70President and Chief ExecutiveOfficer, Emco Ltd., London,Canada
Carol StephensonDean, Richard Ivey School of Business, London, Canada
Donald L. Triggs, MBA ’68President and Chief ExecutiveOfficer, Vincor International Inc.,Mississauga, Canada
Anthony von MandlChairman and Chief ExecutiveOfficer, Mark Anthony Group Inc.,Vancouver, Canada
V. Prem Watsa, MBA ’74Chairman and Chief ExecutiveOfficer, Fairfax Financial HoldingsLtd., Toronto, Canada
Donald P. Woodley, MBA ’70Owner, The Fifth Line Enterprise,Orangeville, Canada
Kevin E. Yousie, HBA ’77, MBA ’80President, Crosswater Partners,Oakville, Canada
ASIAN ADVISORY BOARD CHAIRHenry Cheng, HBA ’71, MBA ’72,LLD ’97Managing Director, New WorldDevelopment Co. Ltd., Hong Kong
MEMBERSVictor AppsChairman, Manulife InternationalLtd., Hong Kong
Paul Beamish, HBA ’76, PhD ’85Director, Asian ManagementInstitute, Richard Ivey School of Business, London,Canada
Ross Chan, EMBA ’03Senior Marketing Manager,Philips Electronics Hong KongLtd., Hong Kong
Vincent H.C. Cheng, OBE, JP Chairman, Hong Kong & Shanghai Banking Corp.,Hong Kong
Janet De Silva, EMBA ’94President, Sun Life Financial (China) Ltd.,Tianjin, China
Yongzheng Hui Chairman & President,Shanghai Innovation ResearchCenter of Traditional ChineseMedicine, Shanghai, China
John Kao, HBA ’76Director, WorldVest HoldingsCompany, Hong Kong
Leonie Ki Managing Director, New World China Enterprises Projects Ltd., Hong Kong
Simon LeungSenior Vice-President and General Manager Asia Pacific,Global Telecom Solutions Sector Motorola Asia Pacific Ltd., Hong Kong
Robert MaoPresident and Chief ExecutiveOfficer, Nortel Networks (China) Ltd., Beijing, China
Yoshihide Nakamura Executive Vice-Presidentand Executive Officer,Sony Chemicals Corp.,Tokyo, Japan
Kishore Sakhrani, MBA ’83Director, ICS Trust (Asia) Ltd.,Hong Kong
William Shurniak, LLD ’00Director, ETSA Utilities,Adelaide, Australia
Rick Siemens Chairman, Distacom Communications Ltd.,Hong Kong
Kathleen SlaughterAssociate Dean, Asia, Richard Ivey School of Business,Hong Kong
Carol StephensonDean, Richard Ivey School of Business, London, Canada
Allen Zeman, LLD ’04 Chairman, Lan Kwai Fong Holdings Ltd., Hong Kong
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 5
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EUROPEAN ADVISORYBOARDCHAIRRobert V. Brouillard, MBA ’66 Monmouthshire, Wales
MEMBERSBrendan Clouston, MBA ’79 London, UK
Jeffrey E. Couch, HBA ’92London, UK
David GrahamLondon, UK
Michel Gréco, MBA ’68Sainte Foy-les-lyon, France
Paul A. Heydon, HBA ’90, MBA ’99Managing Director, Unity Capital,London, UK
Vijay P. Jain, MBA ’71Managing Director, TDT International, Silkeborg, Denmark
Malcolm J. G. King, MBA ’70Senior Partner, King Sturge andCo., London, UK
Barbara J. Kovacs, MBA ’83Managing Director, Tiffany andCo., London, UK
Philip C. Meyers, MBA ’89Managing Partner, Monitor Company Europe Ltd.,Amsterdam, Netherlands
Sean C. V. Mullin, MBA ’84Senior Vice-President HedgeFunds, P Schoenfeld AssetManagement Ltd., London, UK
Nicholas Paine, HBA ’83Vice-President, International Business, LavaLife Inc., London, UK
Michael K. Phair, MBA ’74 Paris, France and London, UK
Dipak K. Rastogi, MBA ’82Vice-Chairman Emerging Markets, Citigroup Inc., London, UK
Helen N. Steers, MBA ’88Partner, Pantheon Ventures Ltd.,London, UK
Thomas R. B. Zeeb, HBA ’86 Director – London Division,Clearstream Banking, London, UK
IVEY ALUMNI ASSOCIATIONBOARD OF DIRECTORSCHAIRPatrick Crowley, HBA ’74Senior Vice-President Finance and Chief Financial Officer, ATITechnologies, Markham, Canada
MEMBERSKen Alger, EMBA ’00Retail Distribution DistrictVice-President, TD Bank FinancialGroup, Ottawa, Canada
Hussain Ali-Khan, MBA ’91Vice-President Real Estate Development, The New YorkTimes Co., New York, US
Don Anderson, MBA ’70Managing Director, Harvard Capital Co., Santa Barbara, US
Peter Andrews, MBA ’84Chief Executive Officer, InfoterrraInc., Ottawa, Canada
Rob Attwell, MBA ’99 Associated Press Consultant, APDigital, Vancouver, Canada
Mark Brown, MBA ’95 Managing Partner, BBA Consulting, Shanghai, China
Peter Caven, MBA ’75President, Peter Caven ExecutiveSearch Inc., Toronto, Canada
Ross Chan, EMBA ’03 Regional Marketing Manager, VFAsia Pacific Jeanswear Licensing,VF Asia Ltd., Hong Kong
Prakash David, MBA ’05Former MBAA President
Dave DeNoble, HBA ’99Leasing Agent,Smith Company Com-mercial Real Estate,Toronto,Canada
Steve Foerster, HBA ’81 MBA Program Director, Professorof Finance, Richard Ivey School ofBusiness, London, Canada
Fred Gallina, EMBA ’04President, FTC Solutions,London, Canada
Nadine Gilchrist, HBA ’84, MBA ’88Vice-President, Credit Risk,TD Bank Financial Group,Toronto, Canada
Pamela Griffith-Jones, HBA ’87,MBA ’90 Vice-President Leisure,Canadian Tire CorporationLtd.,Toronto, Canada
Christopher Hewat, MBA ’85Partner, Blake Cassels and Graydon, Toronto, Canada
Paul Heydon, HBA ’90,MBA ’99Managing Director, Unity Capital, London, UK
Mary Lou Hukezalie, EMBA ’02Toronto, Canada
Bill Kiff, HBA ’77Vice-President, Corporate Development, WIN Energy Corp.,Calgary, Canada
James Kim, HBA ’04 Investment AnalystTeachers’ Private Capital,Ontario Teachers’ Pension Plan,Toronto, Canada
René Krist, MBA ’93Managing Partner, FullSpectrumLeadership LLC, Youngstown, US
Maria Knowles, HBA ’77 Director of Finance, Ernst &Young, London, Canada
Mark Longo, EMBA ’01 Vice President, Datawire,Toronto, Canada
Spencer Low, MBA ’03Consultant, Bain & CompanyCanada Inc., Chicago, US
Joel McLean, HBA ’95 Principal, Info-Tech ResearchGroup, London, Canada
Verne Milot, MBA ’76 General Manager AutomationGroup, Bosch Rexroth Canada Group, Burlington,Canada
Richard Quesnel, VEMBA ’00Investment Advisor, Private ClientDivision, BMO Nesbitt Burns,Pointe-Claire, Canada
Brent Remai, MBA ’93Director, Strategy and Planning, Hewlett-Packard Co.,Cupertino, US
Stan Rust, MBA ’78 Edmonton, Canada
Shaloo Savla, HBA ’06Former HBAA President
Bruce Shirreff, HBA ’74,MBA ’77 Senior Vice-President Real Estate Secured Lender, TD Bank Financial Group,Toronto, Canada
Paul F. Smith, HBA ’75President, Smith Company Commercial Real Estate,Toronto, Canada
Leslie Stephenson, VEMBA ’98Assistant Vice-President - New Product Solutions,Manulife Financial Corp.,Toronto, Canada
Jason Thacker, HBA ’02Assistant Brand Manager,Food and Beverage Division,Procter & Gamble,Cincinnati, US
Bernard Trottier, MBA ’92Associate Partner, IBM Business Consulting Services,Toronto, Canada
Nicole Turnbull-Patterson,MBA ’02Associate, TD Bank FinancialGroup, Toronto, Canada
David Typer, HBA ’03 Category DevelopmentSpecialist, Maple Leaf Pork,Oakville, Canada
Jim Wahl, MBA ’82 Manager, Registration & Compliance, Alberta Securities Commission,Calgary, Canada
Jim White, HBA ’74,MBA ’75 Senior Partner, How Lawrence White Bowes,Windsor (NS), Canada
Chet Choon Woon, MBA ’94Business Development,Akroo, Singapore
Karen Wright, MBA ’84President, Parachute ExecutiveConsulting, Toronto, Canada
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New York sponsored by TorysThe New York Chapter of the IveyAlumni Association has developed aunique relationship with Torys LLP. To-rys has become the official sponsor ofthe Chapter’s 2005 events, providingfinancial support in return for an op-portunity to raise the firm’s profilewith an important audience of busi-ness leaders.
Torys is an international businesslaw firm with offices in Toronto andNew York. The firm approached Hus-sain Ali-Khan, co-president of the NewYork Chapter, about sponsoring asingle event, and Khan saw an oppor-tunity to increase value for both part-ners. “I thought that if Torys devel-oped a broader and deeper exposureto Ivey alumni, it would be much bet-ter for them,” he explains. “And ofcourse, it would be very valuable forus too.”
The Chapter will have a total offour events in 2005. The April get-to-gether was an opportunity to meetDean Carol Stephenson and get an up-date on the School. A summer “Meetand Greet” will provide new arrivalsand interns with an opportunity to
uptown Shanghai, and consisted of acocktail reception, a Western-Chinesemixed buffet, and a fun and competi-tive gift exchange. The party was fullof joy and well received by the guests.
President of the Shanghai Chapter,Mark Brown, MBA ’95, delivered a pre-sentation on activities that the Chapterhosted in 2004 and introduced the new-ly established Ivey Shanghai ChapterWebsite: www.ivey.com.cn. The partyhad a great turn out: 58 alumni and theirpartners showed up, about two-thirdsof the total alumni base in Shanghai.Among them were distinguished guestsCanadian General Consul of Shanghai,Mr. Robert Mackenzie, HBA ’71, MBA ’73,and his wife Sandi; and the AssociateDean of Ivey's Hong Kong campus, Pro-fessor Kathleen Slaughter. Both of themgave warm and encouraging speechesand expressed their intention to providecontinuous support to the Chapter.
Quite a way to welcome in the Yearof the Rooster!
A special thanks to alums Alex Hu,Sophie Shen and Victoria Wu, all MBA’04s; their effort helped make this partya great success.
network with more established alum-ni. Ali-Khan says the “Back to School”event planned for the fall will be thepremier event of the year. “We’re plan-ning to use a case study to recreatethe Ivey experience, but in a morelighthearted fashion.” The final eventis still in the planning stages, butcould be a speaker series or holidaycelebration. Torys’ support will behighlighted at each event.
Sandy Feldman, Torys’ partner andcoordinator of the New York office cor-porate law group, is delighted with thenew relationship. “We have 75 lawyersin our New York office practicing U.S.law,” he says. “Supporting Ivey’s NewYork alumni program fits nicely withour own strategy of working with busi-nesses in Canada and the U.S. We arelooking forward to supporting the pro-gram this year and meeting the NewYork alumni.”
Ali-Kahn says the partnership withTorys is an interesting new model forother Ivey chapters to consider. “Thiscould be an important alternative wayof funding your Chapter activities,” hesays. While he looks forward to contin-uing the relationship with Torys, hesays the chapter would also be opento other companies interested in spon-sorship opportunities.
Shanghai greets the New Year By Charlene Ge, MBA ’01On January 29, 2005, Ivey Alumni in Shanghai successfully heldtheir Third Annual Chinese NewYear dinner party, and the firstsince the Shanghai Alumni Chap-ter was formally established last year.
The party was held at MintClub, a famous western pub in
Alumni News & EventsAcross Canada and around the world, Ivey alumni are getting together and having a great time.
JULY TBD IAA/New YorkMid-Summer SocialAUGUST 21 IAA/British Columbia The Season Opener/A Boat Cruise
SEPTEMBER TBD IAA/New York Fall CaseStudy/Speaker EventSEPTEMBER 18 IAA/BritishColumbia BC Leading
Companies EventSEPTEMBER 30 IAA/London, ON London Golf Tournament
SEPTEMBER/OCTOBER TBDIAA/Toronto Business Leaderof the Year DinnerSEPTEMBER 30-OCTOBER 2London, ON Homecoming 2005DECEMBER TBD IAA/New YorkChristmas Social
UPCOMING EVENTS
IVEY ALUMS GREET THE YEAR OF THE ROOSTER (L TO R)CHARLENE GE, MBA ’01, VICTORIA WU, MBA ’04, RICHARDHAN, MBA ’04,WALTER GUO,MBA ’00, EDWARD ZHANG,MBA ’04, ALEX HU,MBA ’04, LEWIS LIU, MBA ’04, HELENBAO, MBA ’04, AND SOPHIE SHEN, MBA ’04
FOR MORE INFORMATION VISIT WWW.IVEY.CA/ALUMNI
Rob Attwell, MBA ’99, BC Alumni Chapter President, presents a gift toBrian Phillips, MBA ’75 in recognitionof Brian’s contributions to the IveyAlumni Association . The presentationtook place at the IAA/BC chapter Annual Wine Extravaganza and Silentauction on February 24, at the LawCourts Inn, Vancouver. More than 75Ivey alumni and friends attended the event, which featured wines from Blasted Church Vineyards.
A Grape SuccessToronto Ring CeremonyOn January 27, the Imperial Ballroom of theFairmont Royal York Hotel in Toronto wasfilled to capacity with more than 250 Iveyalumni participating in the Ivey Pledge andreceiving their Ivey Rings. John Tory, Leader ofthe Ontario PC party, spoke at the networkingevent held immediately after the Ceremony.
(L TO R) BRUCE SHIRRIFF, HBA ’74, MBA ’77; PATRICK CROWLEY, HBA ’74, DEAN CAROL STEPHENSON, JUSTIN ANIBALLI, MBA ’99, RICHARD AYUEN, MBA ’02, MICHELLECROWLEY, HBA ’03, AND SANDY ANDREOU, HBA ’03.
Toronto HBA Alumnicome together in support of the victims of the tsunamiBy Asheefa Sarangi, HBA ’01Part of Ivey’s mission is to develop busi-ness leaders who contribute to the soci-eties in which they operate. On January29, HBA graduates clearly displayed theirdeep sense of community when 275 grad-uates from ’01-’04 and their friends gath-ered at Acquadisiac Restauarant andLounge in downtown Toronto in order toraise money in support of the TsunamiRelief Fund.
Partygoers were asked to wear an“All-Black” outfit and make a donationof $10 at the door. Despite a few minorhiccups along the way, the event turnedout to be a huge success and a donationof $2,200 was made to the Red Crossfollowing the event.
With the dance floor packed and appe-tizers circulating, everyone seemed to behandling the long line-ups at the bar quitewell. Jeffrey Armstrong, HBA ’01, was inattendance and described the night as a,“flashback of a post-exam night at the
On April 5, more than 80 alumni andfriends joined Dean Carol Stephenson for a champagne reception at theTiffany’s Royal Exchange in London,England.The event was hosted by Barbara Kovacs, MBA ’83, a member of the Ivey European Advisory Board andVice President and Managing Director,Tiffany & Co. Attendees were invited todrop their business cards for a draw for a Tiffany’s diamond necklace.
Sparkling Evening
BARBARA KOVACS, MBA ’83 AND PAUL HEYDON, HBA ’90, MBA ’99
“ALL BLACK AFFAIR” PARTYGOERS JAM ACQUADISIAC
Ceeps. Job changes and engagementsaside, nobody seems to have changed abit. Or maybe that's the way things al-ways seem from behind the glass of a fewvodka sodas with old friends. Definitelylooking forward to the next party.” SteveMcCann, HBA ’04, concurred, adding thathe “hadn’t seen a dance floor thatjammed at 3AM since first year at the Rid-out . . . it’s good to see that even after grad,Ivey still knows how to have a good time.”
Event co-ordindators VuyiswaMcWabeni, HBA ’01, Mike Lazarovits, HBA’01, Asheefa Sarangi, HBA ’01, DanielBelchers, HBA ’02, Rosy Perabtan, HBA ’03,and Candace Carson, HBA ’04, had beenworking on putting together a reunionin late 2004 and when they spoke withtheir peers about what kind of reunionthey would most enjoy, the overwhelm-ing response was a night out on thetown, with the proceeds going to charity.
“Everything else just seemed to fall in-to place,” said Sarangi, “We were alldeeply moved by the plight of the vic-tims of the tsunami and so it seemednatural to hold the event in January insupport of this cause.We were extremelypleased by the large turnout, which initself is a testament to the tight bondthat Ivey graduates have both to one an-other and to the community.”
This event could not have taken placewithout the hard work and commit-ment of the seven people mentionedabove. Responsible for pulling togetherall of the logistics, it all seemed easywhen faced with the daunting task ofrunning the coat check! Many thanks tothe committee and all of the followingpeople: Poonam Brar, sister of NeelamBrar, HBA ’01, Katherine Forse, HBA ’01,Sara Tahvildari, and Dave Brebner, HBA’02, for volunteering their time and mak-ing the “All Black Affair” such a success.
FRASER STARK, HAB ’01, BENJI SHOMAIR, HBA ’01,AND ALY RAMTUELLA ENJOY EVENT
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Alumni ContactsFor general information, pleasecontact Terri Garton,Senior Associate Director,Alumni Relations [email protected]/alumni
E D M O N T O N , A BStan Rust, MBA ’78Ph: 780-483-4584 [email protected]/alumni/edmonton.htm
H O N G K O N GRoss Chan, MBA ’03 Regional Marketing ManagerVF Asia Pacific Jeanswear LicensingPh: 852-2953-2652Fax: [email protected]/alumni/alumni_events
L O N D O N , U . K .Paul Heydon, HBA ’90, MBA ’99Managing Director,Unity CapitalPh: 7740-983-047Fax: [email protected]/alumni/londonuk.htm
L O N D O N , O NFred Gallina, MBA ’04 President, FTC SolutionsPh: [email protected]/alumni/londonon.htm
I V E Y A L U M N I A S S O C I A T I O NL O N D O N O N T A R I O 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 DivisionBMO Nesbitt BurnsPh: 514-428-0888Fax: [email protected]/alumni/montreal.htm
N E W Y O R K , N YHussain Ali-Khan, MBA ’91Executive Managing Director,Real Estate The New York Times CompanyPh: 212-556-4539Fax: [email protected]
René Krist, MBA ’93Managing PartnerFullSpectrum Leadership LLCPh: 716-745-7390Fax: [email protected]/alumni/newyork.htm
O T T A W A , O NKen Alger, MBA ’00 District VP, Retail Distribution TD Bank Financial GroupPh: 613-831-1136Fax: [email protected]/alumni/ottawa.htm
ChaptersAlumni Chapters develop meaningful programs and activities that provide opportunitiesfor alumni in their area to network with one another and stay in touch with the School.A T L A N T I C C A N A D AJim White, HBA ’74, MBA ’75Senior Partner,How Lawrence White BowesPh: 902-798-5997 Fax: [email protected]/alumni/atlantic_canada.htm
B R I T I S H C O L U M B I ARob Attwell, MBA ’99 Consultant, Associated PressPh: 604-736-2460 Fax: [email protected] www.iveybc.com
I V E Y A L U M N IA S S O C I A T I O N / B . C . C H A P T E RBC hotline (Linda Metcalfe) Ph: [email protected]
C A L G A R Y, A BJim Wahl, MBA ’82Manager, Registration & ComplianceAlberta Securities CommissionPh: 403-297-4281 Fax: [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 ’93Director, Strategy and PlanningHewlett-Packard CompanyPh: [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 Co.Ph: 805-969-9339 Fax: [email protected]/alumni/scalifornia.htm
S H A N G H A I , C H I N AMark Brown MBA ’95 Managing Partner, BBA ConsultingPh: 86 21 136 [email protected]
S I N G A P O R EChet Choon Woon, MBA ’94Business Development, AkrooPh: [email protected]/alumni/singapore.htm
T O R O N T O , O NDave DeNoble, HBA ’99 Leasing AgentSmith Company Commercial Real EstatePh: 416-366-7741Fax: [email protected] Caven, MBA ’75President,Peter Caven Executive Search Inc.Ph: 416-960-0028 [email protected] V E Y A L U M N I A S S O C I A T I O NT O R O N T O , O N C H A P T E R O F F I C E365 Bloor Street East, Suite 1807Toronto, ON M4W 3L4Ph: 416-968-0207Fax: [email protected]/alumni/toronto.htm
Ambassador ProgramThe Ivey Ambassador Program consists ofenthusiastic and committed alumni andfriends of the School that have demon-strated leadership in geographic regionswith smaller concentrations of Ivey alumni.A F R I C AMavis MacCarthy, MBA ’[email protected]
A R I Z O N APaul Hawkins, MBA ’[email protected]
A T L A N T A , G ABill Robertson, 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 ALinda Zhou, MBA ’[email protected]
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Sameer Raina, MBA ’[email protected]
M I A M I , F LJuan Deshon, HBA ’[email protected]
M I S S O U R IDennis Ayden, MBA ’[email protected]
M O S C O W , R U S S I APaul Burton, MBA ’[email protected]
N E V A D AMaria Gudelis, HBA ’89, 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 ’[email protected]
N I A G A R A R E G I O N , O NBill De Wolf, EMBA ’[email protected]
P A K I S T A NShamail Siddiqi, MBA ’[email protected]
T H E P H I L I P P I N E SSameer Raina, MBA ’[email protected]
P I T T S B U R G H , P AAnoop Sinha, EMBA ’[email protected]
P R A G U E , C Z E C H R E P U B L I C A N D S L O V A K I APaul Boucek, HBA ’[email protected]
R E P U B L I C O F Y E M E NNeil McCormick, HBA ’[email protected]
S E A T T L E , W AMarkus Foerster, MBA ’[email protected]
S O U T H C A R O L I N ATove Rasmussen, MBA ’[email protected]
B E R M U D AAly Lalani, MBA ’82441-293-5718 [email protected]
B O S T O N , M AAndrew Fortier, HBA ’99617-497-2267 [email protected]
Jennifer von Briesen, MBA ’[email protected]
B R A Z I LCarlos Barbosa, MBA ’[email protected]
B U F F A L O , N YRené Krist, MBA ’93716-745-7390 [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 ’[email protected]
G O L D C O A S T, F LGregory Korneluk, HBA ’[email protected]
H U N G A R YBela Gerlei, MBA ’01 [email protected]
I N D I A‘G.K.’ Krishnamurthy, MBA ’[email protected]
J A P A NGage Tanabe, MBA ’[email protected]
K E N YASaheel Shah, HBA ’[email protected]
K O R E ADaniel (Hyung Seok) Lee, MBA ’03 [email protected]
M A L AY S I A‘G.K.’ Krishnamurthy, MBA ’[email protected]
S P A I NMike Lazarovits, HBA ’[email protected]
S T . L U C I ADouglas Rapier, MBA ’[email protected]
S U D B U R YColleen Gordon-Boyce, MBA ’[email protected]
S W E D E NPetra Randen, HBA ’00 46-8-672-7913 [email protected]
T A I W A NNick Teo, MBA ’96886-2-2734-7523 [email protected]
T R I N I D A DJeffrey Chung, MBA ’[email protected]
U K R A I N EGeoff Pollock, MBA ’02 [email protected]
U N I T E D A R A B E M I R A T E SAlykhan Alidina, HBA ’[email protected]
V I C T O R I A , B CChris Graham, MBA ’[email protected]
N O R T H E R N V I R G I N I AMarc and Lena Trudeau, MBA ’[email protected]@ivey.ca
W A S H I N G T O N , D . C .Marcelo Lessa, MBA ’94301-365-4657 [email protected]
W H I S T L E R , B C Randy 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 ’01519-735-5057 [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.CA/ALUMNI/CHAPTERS_AMBASSADORS.HTM
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 5
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good alumni network, but I didn’t re-alize its depth and commitment. I’veenjoyed meeting and working withalumni around the world.
Q. What is the fuel that makes thisSchool run?A. Passion – the passion of students,alumni, staff and faculty – is a big partof the mix here. The other key ingredi-ent is ideas – intellectual stimulation,innovation and knowledge creation.Mixed together, it’s a pretty com-bustible mixture!
Q. The MBA marketplace has be-come even more competitive in thelast couple of years. Why is it hap-pening and how is Ivey faring?A. It’s the classic economic situation –the number of MBA programs offeredglobally has grown exponentially, yetthe number of students seeking the
Q. What were the highlights of yourfirst two years at Ivey?A. One highlight for me was cuttingthe ribbon for the Ivey Builds Habitatfor Humanity house (see page 24). Thatmoment symbolized all the work ourstudents have led in the area of socialresponsibility, from food bank drivesto tsunami relief funds. Community in-volvement is an important part of ourmission as a School, and it’s exciting tosee it embraced by our students.
Another highlight for me was theintroduction of “First Class to FirstClass,” a program designed to giveprospective MBA students a taste ofthe Ivey classroom experience. It’s aninnovative way to demonstrate whatwe do and how we do it – to showthe quality of the Ivey experience.
On a broader scale, it’s been a realhighlight to discover the strength ofIvey’s alumni support. I knew we had a
degree has declined, in part due todemographics. So it’s a matter ofover-supply and under-demand, andthat creates intense competition.
The number of MBA students at Iveyhas declined as a result, but I think com-petition generally is a good thing. Itmakes you think about what you’re do-ing and how you can improve. Our re-cruitment process, for example, has im-proved enormously from the days whenwe went through a pile of blue foldersand decided who we wouldn’t accept.We’re telling our story much better.
It’s worth noting that we have theopposite situation in the HBA program– we have many more students com-peting for a small number of spots, inpart because of the “double cohort”that resulted from the elimination ofGrade 13. The demand has been so in-tense with highly qualified candidatesthat we added a new section last year.
A CONVERSATION WITH DEANCAROL STEPHENSONIT’S BEEN TWO YEARS SINCE CAROL STEPHENSON BECAME DEAN OF THE IVEY BUSINESS SCHOOL – TWO YEARS FILLED WITH IMPORTANT INITIATIVES AND SIGNIFICANT ACHIEVEMENTS.RECENTLY, INTOUCH SPOKE TO THE DEAN ABOUT HER FIRST 24 MONTHS IN THE JOB AND HER PLANS FOR THE FUTURE.
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Q. What do you think of businessschool rankings? Are they useful? IsIvey holding its own?A. Rankings are a fact of life, whetheryou believe in them or not. Rankingsreflect things that can be counted – likethe number of faculty members withPhDs, or the average starting salary ofgraduates. They capture quantity, butthey don’t always capture quality. Whatdrives quality at Ivey is the classroomexperience – I’d love to get some of thepeople who publish rankings into ourclassrooms to see what really goes on.
Rankings are very complex, and eachpublication uses a different set of criteriaand weightings. One ranking, for exam-ple, may weight average GMAT scoreheavily, but we have to ask ourselves, isthat a good predictor for success at Ivey?Because of differences in methodology,some schools see a big difference instanding from one ranking to another.
Having said all that, Ivey participat-ed in three rankings this year. Busi-nessWeek and the Wall Street Journalboth rated us the top school in Cana-da for a two year MBA program,whilethe Financial Times ranked us 34th inthe world. BusinessWeek also ratedIvey’s Executive Education programsnumber one in Canada.
Q. What impact do rankings have onthe School’s direction?A: Rankings can be a learning tool – away of identifying areas for improve-ment. But they are only one inputamong many. We can’t base our strat-egy on rankings, any more than a po-litical party can base its vision for thecountry on polls. We look for many dif-ferent strategy inputs – the businesscommunity, our alumni, our students,the Canadian economy, the globalbusiness environment. All of these areimportant ingredients as we build acoherent and effective strategy.
Q. It’s been eight years since Iveyopened a campus in Hong Kong andmany other North American schoolsnow have operations there. Whatdoes the increased competit ionmean for Ivey?
It has also been two years since Kath-leen Slaughter took up her position atIvey Asia. While she was visitingCanada in May, InTouch had a chanceto catch up with her.
Q. How is Ivey Hong Kong doing?A. We’re in a very strong position –the School is highly regarded in theHong Kong business community. OurExecutive MBA program is veryrobust. We have 16 top companiesthat are part of our executive devel-opment group, including CathayPacific, Manulife, China Light andPower, HSBC, Mattel, Hutchison PortHoldings and Citibank. In fact, we’vealmost doubled the amount of exec-utive education we’ve been doing inthe past two years. There’s a good
symbiotic relationship between theEMBA program and our executivedevelopment and we have capital-ized on that relationship to doubleour executive education; this expan-sion helps to popularize the Iveybrand in Asia.
Since our programs run on week-ends, we’re attracting students fromShanghai, Beijing, Seoul, Ho Chi MinhCity and even Macao. It’s a reallyeclectic and diverse group of studentsand this mix has enriched the qualityof the classes in Hong Kong.
We’re in the midst of renovationsto create a new 44-seat classroomand four new study rooms, and that’sgoing to really help with scheduling.The new facilities will be ready forour EMBA intake in August.
IVEY IN CHINA: A CONVERSATION WITH KATHLEEN SLAUGHTER, ASSOCIATE DEAN ASIA
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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 5
A. We are still the only North Ameri-can school with our own permanentcampus in Hong Kong, and the num-ber one producer of Asian businesscases. The fact that we were in earlyand built a strong brand has set thestage for us to do great things.
China will remain a key compo-nent in our strategy. Economic fore-casters say it will be the top econo-my in the world between 2030 and2050, so business leaders must un-derstand the country and its busi-ness culture.
Q. A lot of business schools are nowoffering distance and web-basedprograms. How does Ivey comparein the use of technology?A. Ivey has always been a technologyleader – we were one of the first busi-ness schools anywhere to providewireless Internet access, and laptopshave long been standard fare. When itcomes to distance education, however,we believe that nothing can replacethe classroom dynamic – discussions,debate, and interaction among brightand interested people. It’s in our class-rooms that students develop excep-tional communication and leadershipskills. I think this will always remain atthe heart of the Ivey experience.
Q. Is the Ivey brand strong on aworldwide basis?A. I believe it is much stronger than itwas when it was first launched sixyears ago. No matter where I go orwhat country I’m in, I always seem torun into business people who knowand respect Ivey. Of course, there’salways room to make our brand evenstronger.
Q. Any big initiatives on the horizon?A. As a School, we have to be ready tochange, because the world around us
Q. Why is it important for Ivey to bein Hong Kong?A. It’s simple – there’s a high proba-bility that most young business peo-ple starting today will come to Chinaat some point. They need to under-stand the business culture.
I taught at Tsinghua University in1991. At that time there were placesforeigners didn’t or couldn’t go;there was very little signage in Eng-lish, very few good hotels, and noshopping malls. Now it’s a totallydifferent place – downtown Beijingresembles downtown Toronto orNew York. Cartier, and Ferragamoare there, and the departmentstores stock Estee Lauder, Lancome,and most other recognizable brands.The Chinese have adopted manyWestern styles but the businessenvironment is decidedly Chinese,not Western. We would be doing adisservice to our students if we did-n’t make them aware of this grow-ing cultural diversity.
Our presence in Hong Kong createsopportunities for Canadian Ivey stu-dents. Our faculty members teach inHong Kong, then return to Ivey Cana-da, with new enriched perspectivesand experiences.
Asia is important to Ivey, but ofcourse we can’t focus on Asia exclu-sively. There are opportunities inmany other parts of the world.
Q. What lies ahead for Ivey Asia?A. Our core strength in Hong Kong isin executive education – that’s wherewe will continue to expand, particu-larly into China. Hong Kong is oftenreferred to as the gateway to China –and Ivey needs to be there.
In April we offered our first execu-tive development program in Beijing.We also did our first-ever recruitingsessions in Beijing, Shanghai andShenzhen. One of our challengesmoving forward is to recruit andretain more Mandarin-speaking faculty members.
Many are predicting that Chinawill be the next world superpowerand Ivey needs to grow with China in order to keep its world-class repu-tation. We’ve got a lot to learn fromChina but there’s also a lot we canadd in China.
changes. We face strong competition,the global economy is in flux, and cor-porations are in an increasingly intensewar for leadership talent. To respond,we’re taking a comprehensive look atour strategy – it’s time to pause, takestock and confirm our future.
Q. Who will be involved in develop-ing the strategy?A. It will be a very inclusive process.We’re starting with a small group offaculty and staff, co-led by the asso-ciate deans and myself. Once we’ve
identified some options, we’ll alsoseek feedback from other faculty,students, staff, the advisory boards,alumni and other stakeholders.
Q. Are there any general strategic di-rections that you’d like to see pursued?A. My priorities are the same as theywere when I joined Ivey two yearsago: attracting the best studentsand faculty; building our reputation;and ensuring we have a sustainable,multi-year financial base.
Q. What role can alumni play in theSchool?A. Alumni have a huge impact – proba-bly greater than you realize. First of all,you are our brand – our best ambas-sadors and the living proof of our suc-cess. You can help by supporting ourstudent recruitment efforts, mentoringand hiring graduating students, partic-ipating in alumni and School activitiesand committees, providing case leads,providing much needed financial sup-port, and above all, by talking aboutyour wonderful Ivey experience. I havefound that our alumni are grateful forwhat they gained from their time atthe School, and want to give back. Thatwill always be an important factor inour success.
“We face strong competition…we’re taking a comprehensive
look at our strategy.”
INTOUCH PUT THE SAMETHREE QUESTIONS TO
REPRESENTATIVES OF THE HBA, MBA, AND EXECUTIVE
MBA CLASSES. ALTHOUGHTHEIR ANSWERS ARE
DIFFERENT, IT’S CLEAR THEYHAVE ONE THING IN COMMON
– THE TWO YEARS AT IVEYCHANGED THEIR LIVES
What did you enjoy mostabout your experience at Ivey
How has Ivey changed the way you think?
In your view, what are the most important qualities
of leadership in business?
• Graduate of Queen’s University in chemical engineering• Five years working in process and manufacturing industries (mostly biotech)• Leadership roles include Vice President of MBA Association, Project Manager for Ivey Builds, and spearheading a Business Professionalism Program that involved writing cases and teaching MBA1s• Now Principal - Director of Operations for Mezzanine Business Consulting (formerly Ivey Business Consulting Group)
Mark Healy, MBA ’05
First of all, I figured out that a small town kid withno business experience could compete with someof the best people in Canada. I take a holistic ap-proach to business. Some people say that businessis about numbers, and others say it’s about people. Ilook at the whole picture – everything is important.
As a leader, you have to lead from the front. If youwant a hard driving yet respectful, open and honestculture, then you do that by setting the example.Leaders must act with a sense of urgency. If youdon’t do it quickly, someone else will. A leader mustalso be a teacher. Going to Ivey is a privilege, andwith it comes the responsibility to pass on what welearn to those who don’t have this opportunity.CL
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5I’ve really enjoyed student leader-ship. At Ivey, we’re not constrainedby rules. If we can think it, and havethe initiative to muster the re-sources, we can do it. Ivey Builds isa great example of that.
• HBAA President• Leadership roles include: Orientation, Residence Council,Faculty Association, UWO Indian Association, and Ivey Alumni Association• Now with Boston Consulting Group for the summer. Nextyear will complete third year of concurrent BHSc/HBA program, and take part in an Ivey exchange program in Prague• Plans to join consulting firm after graduation, and eventually do post-graduate work
• Grew up in Hong Kong• BS in Business Administration, Berkeley’s Hass School of Business• Worked for Scotiabank for seven years in Vancouver• Now manager with HSBC’s Premier Banking Centre in Hong Kong
Shaloo Savla, BHSc/HBA ’06 Pansy Ho, HK EMBA ’05
It’s the people that make the program so special. There issuch a great diversity of backgrounds here – cultural, geo-graphic, and professional. The faculty and staff are outstand-ing, and do everything possible to make sure you succeed. Ihope to stay in touch with both students and faculty for along, long time.
I really enjoyed learning with classmates from differentbackgrounds. There were 14 different nationalities in ourclass. I loved the case method. I have trouble rememberingwhat’s in a textbook, but not a case. I also met my futurehusband, Peter Chan, during the program, and we were married in December ’04.
I’ve always been in banking, so I had a narrow perspective.Now I will look at different aspects of the business, such as marketing, operations, finance, and take more of a general management perspective. My approach is more well rounded now, and I have a better picture of how a business runs.
The most important skill is learning to listen. The ability tolisten is not just a matter of hearing what people say, but al-so acting upon their feelings. A second skill is being able tomake the best of the team situation. Ivey prepares us wellfor team environments, helping us learn what drives peopleand makes them special, and then transforming that knowl-edge into team success.
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Ivey is more than just a business program – it’s also about professionaldevelopment, individual growth, andbuilding confidence. The School hasmade me more optimistic about facingtough decisions. When I see a problem I know there are multiple approaches, and thatthere’s a solution out there.
Good business leaders understand the business environment and the economy. They also have strong
analytical decision-making abilities, as well as excellent interpersonal and
communication skills.
• Leadership roles include: co-president of AEO Club,Orientation, Ivey Information Team co-ordinator, pro bono consulting, community volunteer, volleyball coach• Worked part-time in the Ivey Advancement Department• Now with Ernst & Young preparing for CA
• Won a bronze medal at the Sydney Olympics as a memberof the women’s eights rowing team• BSc. from UBC, then worked with CIBC in Vancouver forthree years• Leadership roles include community rep at Ivey and mockinterview coach• Spent May in Russia as part of LEADER, now working as an associate of the MBA rotational program within CIBC retail markets
Louise Schuurmans, HBA ’05 Heather Davis, MBA ’05
There’s a sense of community within Ivey that I never reallythought possible. Over the two years we have matured, be-come more confident, and are surer of where we want to go.I loved the amazing debates we had in class, and I’ve madegood friends.
Ivey has opened my eyes to the opportunities that are avail-able. It’s given me insight into different cultural,political and business environments around the world. It’salso taught me the importance of relationships, and the val-ue of keeping your word and following through.
I attack problems in a new way. The case method builds upon my background in science and finance. It forces me to look at a problem as a whole, and to see how all the issues interact. Now when I do the numbers I don’t justaccept them as they are but ask myself:“Is this a reasonable conclusion?”
Leaders need to be charismatic, energetic, friendly, and approachable if they want people to follow them and workhard for them. They also need to have credibility and integrity so people will trust them. They must clearly settheir expectations for people so they know where the bar is, and then raise the bar to motivate them to achieve more. They also need to be flexible, because people won’talways be able to meet their expectations. PH
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To be a great leader you need to have a clear vision that you strongly believe in. Then you need to have the ability to inspire other people to believe in your vision and adopt it as their own. You also must have integrity, and take responsibility for your decisions.
The very best thing about Ivey is the friends I made there. The students are committed, fun, and very good at whatthey do. The faculty are very open, and do everything they can to make sure the learning is great. I also love the case method. It’s helped me gain a lot of knowledge aboutdifferent companies and industries.
What did you enjoy mostabout your experience at Ivey
How has Ivey changed the way you think?
In your view, what are the most important qualities of leadership in business?
• Bachelor in Management Studies and Masters in Accounting• 15 years spent in the energy industry• Controller and Chief Administrator, Overseas Operation, Sherritt International Corporation• CPA, member of American Institute of CertifiedPublic Accountants
Fitzroy Richardson, EMBA ’05
I’ve found it fascinating to observe the differentperspectives during case discussions. It was very interesting how my classmates would look atbusiness cases and define the problems completelydifferently to the way I was looking at it. It was also interesting to see how the varied backgroundand experience of the class influenced the way solutions were arrived at and implemented.
Leaders need to be able to think strategically andtactically at the same time. Leaders must articulatethe organization’s vision or mission – what I call “its reason for being”. I think that leaders need to be firm but compassionate – firm to establishfairness and consistency, and compassionate sothey can understand the different needs and behaviours of the followers.
CLASS OF 2005
I tended to be more tactically oriented in my approach to management.Now, I think more broadly and strategically about business problems. I am also better atsetting priorities, decidingwhat is important to do now, and when to stop analyzing and planning and justmake a decision.
(THIS PAGE) BETH SHUMKA AND JAREDBETTRIDGE IN FRONT OF IVEY BUILDS PROJECT
IN LONDON; (OPPOSITE) IVEY BUILDS STUDENTS,LED BY PRAKASH DAVID (FAR LEFT) AND MARK
HEALY, (CENTRE BACK, WITH SUNGLASSES),GATHER WITH DEAN CAROL STEPHENSON
BEHIND GRATEFUL NEW HOMEOWNER THERESA SCHARIO AND HER TWO DAUGHTERS.
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 5
One year ago, newly-elected MBA Asso-ciation President Prakash David, MBA’05, approached Dean Carol Stephen-son about an idea for a project.
Stephenson, used to typical studentinitiatives, wasn’t prepared for the am-bition of David’s vision: he proposed thatIvey students raise more than $120,000,build a house for Habitat for Humanity,and hold a national conference on cor-porate social responsibility.The build and
conference would take place in April.“Is-n’t that when you’re writing exams?”she asked. David replied firmly:“No stu-dent should be at Ivey if they can’t studyand do at least five hours of communityservice at the same time.”
With those words, Ivey Builds wasborn, giving tangible, bricks-and-mor-tar expression to the School’s commit-ment to community service. Ivey be-came the first business school in North
America to design, fund and build anentire Habitat house, and Ivey Buildsbecame the first project in the School’shistory to involve every departmentand stakeholder group, and virtuallyevery Ivey student. “We really wantedto do something that brought togetherall our students, something charitablethat we could all work on,” says David.
One of the biggest challenges facedby the Ivey Builds team was raising$60,000 toward the cost of the build,and $60,000 to fund the conference.Led by Beth Shumka, students ap-proached several major corporationsfor sponsorship, and held a variety ofspecial events and activities. TD BankFinancial Group soon became leadsponsor with a contribution of $50,000.“For us, this brings together two im-portant initiatives – our national spon-sorship of Habitat for Humanity, andour longstanding relationship with theIvey Business School,” says Tim Hockey,EMBA ’97, Co-chair of Personal Bank-ing, TD Bank Financial Group.“The com-mitment of the School, its students andits faculty, shown through the passionand unfailing dedication that went intothis project, is truly inspiring.”
Student involvement didn’t end withfundraising: architect Bayne Anderson,MBA ’06 Candidate, and fellow MBA stu-dents designed the house, modifying astandard Habitat design to make it fullyaccessible for homeowner TheresaSchario, who is confined to a wheelchair.The final design includes an open liftjust inside the front door, an accessible
BUILDING DREAMS
AN AMBITIOUS STUDENT-LED PROJECTGAVE IVEY STUDENTS A HANDS-ON EXPERIENCE OF COMMUNITY SERVICE
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kitchen, and a main floor master bed-room with roll-in shower. Schario andher two teenage daughters were thrilledto be selected for the new house. “Thiswill allow my girls to be less caretakersand more kids,” says Schario. Schario willhold a mortgage with payments gearedto income, and she and her daughtershave committed to 500 hours of servicewith Habitat.
After months of preparation andfundraising, the build kicked off onApril 1. The cool sunny spring morningrang with the sound of hammers andlaughter as 25 Ivey students and severalother volunteers started work on thehouse. Construction expertise was nota requirement, says Mark Healy, MBA’05, Ivey Builds Project Manager. “One
student was joking that he couldn’t fig-ure out what he was doing wrong untilhe realized he was hitting the wrongend of the nail!” In all, nearly 250 Iveypeople participated over the next twoand a half weeks.
The icing on the Ivey Builds cake camejust days before the build was complet-ed, when Prakash David and Mark Healywere awarded the 2005 InternationalStudent Leadership Award by the Gradu-ate Business Foundation. Ivey is the onlyschool to have received the Award twice.
On April 21, the nearly completehouse was dedicated and presented toSchario. Consumer activist and formerU.S. Presidential candidate Ralph Nadercut the ceremonial ribbon. “Businessschools usually study markets anddon’t often engage in community ac-tivities,” said Nader at the event. “Butyou can’t run a society just on markets– you have to have community solu-tions to community problems.”
The following day, Nader headlinedthe Ivey Builds conference, a sold-outevent with 500 participants. In Nader’saddress, he took large multinationalsto task for the “corporate crime wave,”and ended by reflecting on the role Iveystudents can play in making the cor-
porate world more responsive to socialissues. The conference also included AviFriedman, a leading advocate for af-fordable and sustainable housing,Stephen Lewis, a former politician anddiplomat, and the UN Special Envoy forHIV/AIDS in Africa, and other expertsfrom across North America.
Richard W. Ivey, HBA ’72, introducedthe conference, representing the thirdgeneration of Ivey family members ac-tively involved at the School. “We needfresh recognition by corporate leadersthat, if we are to be allowed to play akey role in the ongoing developmentof our societies, we have to pay moreattention to society as a whole,” hesaid. “It gives me great pleasure to seethat students at Ivey, our future lead-ers, have not only asked for corporatesocial responsibility to be on the agen-da, but have actually led the effort.”
Jared Bettridge, MBA ’05, a memberof the Ivey Builds team, says the projectwill change forever the way he and hisfellow students approach volunteerism,philanthropy and social responsibilityin their future careers.“Giving back, yourealize that life is not all about work,”he says.“You realize that you can reallymake a difference.”
(TOP) CROWDS FROM IVEY ANDSPONSORS GATHERED TO ADMIRETHE NEW HOME; (RIGHT) RALPHNADER, IN TOWN FOR THE IVEYBUILDS CONFERENCE, PRESENTSKEY TO NEW HOME TO THERESASCHARIO; (LEFT) PRAKASH DAVID,MBA ’05 ADDRESSES GUESTS, STU-DENTS AND MEDIA AT IVEYBUILDS HOME DEDICATION.
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Our strength lies in our
corporate values of
excellence, integrity,
teamwork and relevance.
We share these values
with our corporate
partners who support us
financially as well
as with their investments
of time and talent.
The Ivey Business School
is recognized as
Canada’s premier
international business
school and Canada’s
leading producer of new
knowledge through
research in management
and business practices.
CORPORATE INVESTORSWorld Class PartnersOUR CORPORATE INVESTORS FOR THE 2004-05 ACADEMIC YEAR:
PLATINUM
SILVER
BRONZE
GOLD
SMITHC O M P A N Y
the School has its own alumni-studentmentorship program (check out www.ivey.ca/alumni/AlumniPartnership.htm).But often, mentor-mentee relationshipsdevelop spontaneously. In this issue ofInTouch, meet three mentors who havehad a dramatic impact on the careerpaths of their mentees, and learn aboutthe benefits of mentorship from bothsides of the equation.
What is a mentor? Someone who knowsthe ropes and is willing to share experi-ence and knowledge. Someone who canpick up the phone and call the right per-son at the right time. Someone whocares enough to provide brutally honestfeedback, and who wants you to suc-ceed almost as much as you do.
Mentors have played a key role in thecareers of many Ivey graduates. In fact,
BEING A MENTOR TAKES TIME,ENERGY AND COMMITMENT, BUT THE RESULTS CAN BE SPECTACULAR
SPORTCONTACT
ADVICE FROM STEVE DIOTTE,DAVID GRAHAM AND MURRAY BRYANT
• Mentoring is a big responsibility –think carefully before taking iton and be prepared to keep it up • Go into the mentoring relationship prepared to learn something from it• Be a mentor because you want to –because you care about the develop-ment of the person you’re mentoring.• Be encouraging but critical, andnever patronizing• Be prepared to put time into your mentor role, both in formal and informal settings• Be available, even at short notice• Set clear expectations of whatyour mentee can expect from you• Don’t project your own experiencesand goals on your mentee; take time to evaluate your mentee andunderstand what he or she is good at and interested in • Be honest
HOW TO BE A GOOD MENTOR
HOW TO BE A GOOD MENTEEADVICE FROM LARISSA CHAIKOWSKY,GRACE BUGG, SUSAN DALLHOFF,AND OLIVER MCGINLEY REYNAL
• Respect the differences you have with your mentor and learn from them• Respect your mentor’s time – think through your questions beforeyou pick up the phone• Pick a mentor who fits with your goals• Encourage input and acceptcriticism• Be honest• Be prepared to listen, even if youdon’t like what you hear• Be open to your mentor’s advice,and prepared to act on it• Say thank-you in whatever way you can• Ultimately, make your own choices on your own terms – nobodyelse walks in your shoes
30
nized and structured than she wasused to. “We had completely differ-ent working styles,” she admits.
But Chaikowsky and the Senior Man-ager Stephen Diotte, MBA ’96, had re-spect for one another and felt a strongconnection. Eventually, they learned to
Larissa Chaikowsky, MBA ’04, admitsthat her first year and a half with De-loitte Inc. wasn’t an easy ride.
She was adjusting to the chal-lenges of being a consultant, andworking with a manager who was dy-namic and full of ideas but less orga-
work well together and Diotte, now apartner, became an influential and in-spirational mentor to Chaikowsky.
Diotte has a Masters in Industrial Rela-tions and spent 12 years working as alabour relations specialist.He came to Iveyfor his MBA when he was 33, looking for acareer change. “I had a graduate degreewith a business focus, so I thought ‘howhard can this be?’” he says. “The answerwas,‘Very!’” Still,he says doing his MBA atIvey was the best decision he ever made,giving him the broad management skillshe needed to move into consulting.
After stints with KPMG and Wat-son & Wyatt, Diotte joined the Ot-tawa practice of Deloitte in January1999. Nine months later, Chaikowskyjoined the firm after completing herBachelor of International Business(BIB) at Carleton University. The inno-vative program requires students tolearn a new language and spend ayear abroad studying business in thatlanguage while completing an under-graduate degree in commerce.
Chaikowsky began working withDiotte almost immediately. “I’d been onthe job maybe a week and all of a sud-den this person comes flying into theroom and says,‘I need you to write a let-ter pronto,’ ’’ she remembers. “I did theletter and handed it to him in the mid-dle of a big team meeting. He promptlyhanded it back, covered in red ink, and Ithought,‘oh boy, I’m in trouble now!’”
In fact, she was at the beginning of arelationship that has influenced her ca-reer and educational choices, and con-tinues to be an important part of herprofessional life. Diotte and partner IanCullwick, MBA ’89, encouraged her tocomplete her Certified ManagementConsultant designation and then pushedher to apply for the Ivey MBA program.
Chaikowsky didn’t think she wouldget in, but Diotte assured her shewould be successful. Although thefirm had a plan to financially supportconsultants completing further edu-cation, he encouraged her to experi-ence the Ivey program with no stringsattached. Says Diotte: “I told her thatwith the number of opportunitiesshe’d have coming out of Ivey, she
LARISSA CHAIKOWSKY, MBA ’04 ANDSTEPHEN DIOTTE, MBA ’96
A STRONGCONNECTION
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Santa Fe. When he graduated, he wentto work in the ski industry, eventuallybecoming general manager of a majorski resort project in Argentina.
Meanwhile, Graham, a HarvardMBA who founded a Canadian cableempire and now lives in the U.K., en-couraged him to consider an MBA.Says McGinley Reynal: “When you’rein your 20s, you tend to think you’reright about more things than you are.I put up a lot of resistance to the ideaof going back to business school butDavid kept coming back to it. The mes-
Oliver McGinley Reynal, MBA ’03, can’tremember his first meeting with men-tor David Graham. That’s because Oliv-er was a baby at the time. A friendshipbetween his mother and Graham, asuccessful Toronto-based businessper-son, grew into a lifelong connectionbetween the two men.
McGinley Reynal’s mother moved toArgentina and remarried when he wasstill quite young. He was raised in SouthAmerica, attended high school in Aspen,Colorado, and completed his under-graduate studies at St. John’s College in
sage was – ‘Look at me, I have busi-ness school to thank for who I am.’”
As the South American economyslowed in the late 90s, McGinley Rey-nal decided the time was right, andbegan to look at the alternatives. Gra-ham encouraged him to consider Ivey.“My strategy,” says Graham, “was thathe go to the best school he could getinto.” Adds McGinley Reynal: “As aCanadian, David would like to seemore talented people stay in Canada.”
But Graham did more than give ad-vice: he visited the School with McGin-ley Reynal, meeting with professorsand attending classes. “He wanted theopportunity to share the experiencewith me,” says McGinley Renyal, “sothat he could talk through the prosand cons of the program.” McGinleyReynal was impressed by what he sawat Ivey, applied and was accepted. Gra-ham later became a member of Ivey’sEuropean Advisory Board.
McGinley Reynal quickly learned to
OLIVER MCGINLEY REYNAL, MBA ’03,AND DAVID GRAHAM
GOING THEDISTANCE
CONTINUED ON PAGE 33 >>
DAVID GRAHAM (R) WITH OLIVER MCGINLEY REYNAL,
PAULA REYNAL, AND BABY DAVID.
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utive leadership roles in her industry.Today, with the help of Professor Mur-
ray Bryant, they are partners in a success-ful governance consulting business.
During their second year in the pro-gram, the two women participated in aone-week exchange program in Mexico.While there, they started talking and abusiness idea was born.The concept hadits roots in an EMBA project Dallhoff didwith Casey House Foundation, whereshe served as a board member.“I looked
Susan Dallhoff, EMBA ’02, and GraceBugg, EMBA ’02, didn’t know each oth-er when they entered the Ivey Execu-tive MBA program in Mississauga, andthey had very different career goals.
Dallhoff, who spent 15 years work-ing in the capital markets, was plan-ning a move from Bay Street to herown business. Bugg, with 20 yearsexperience in the high-tech industry,wanted to broaden her skills so thatshe could step confidently into exec-
at their structure, their policies andprocesses, and designed a very collabo-rate process for working with the Boardto assess their strengths and weakness-es, and come up with solutions,” she ex-plains. “Because the process was so col-laborative, it received a very high level ofbuy-in, and the Executive Director of theFoundation said he thought there was agreat need for this kind of service.”
Bugg and Dallhoff turned to Profes-sor Murray Bryant, who taught themManagerial Accounting and Controls, tohelp develop and refine their concept.“Murray is one of those profs who reallygets you thinking,” explains Dallhoff.“Hewas always very available and very in-terested in everything his students weredoing.” For his part, Bryant says he haddeveloped “a sort of chemistry” with thetwo students and was impressed bytheir willingness to take risks and pursuetheir entrepreneurial dreams.
SUSAN DALLHOFF, EMBA ’02, GRACE BUGG,EMBA ’02, AND PROFESSOR MURRAY BRYANT
TWO-WAYSTREET
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GRACE BUGG, SUSAN DALLHOFF ANDMENTOR, PROFESSOR MURRAY BRYANT
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a p p re c i at e G ra h a m’s g u i d a n c e .“Spending two years in an environ-ment so filled with intellectual capac-ity, and having been able to succeed inthat environment, really builds yourconfidence,” he says. “I am eternallygrateful to Ivey for the education I re-ceived, and to David for pushing me inthat direction.”
Still, McGinley Reynal graduated intoa tough job market, without a clear ideaof his next step. Graham helped himfind a consulting position with a smalltelephone company in Vermont. Whilethere, a classmate drew his attention toa job advertised on the Ivey website. Hepursued it, becoming Chief OperatingOfficer of Stone Tile International Inc, aToronto-based company that importsand distributes exotic tiles from aroundthe world. Under his guidance, the com-pany has grown by more than 40 percent, with businesses in Toronto andCalgary, and a new enterprise openingin Vancouver this summer. Graham isdelighted with the move, which he be-lieves suits McGinley Reynal’s entrepre-neurial bent and will position him wellfor future endeavours.
Although McGinley Reynal foundthis job by himself, he says Graham
wouldn’t want to be encumbered byan obligation to come back here. But Ialso promised her that there’d be ajob waiting for her, if she wanted it.”
In the end, she did. After workingfor CIBC between first and secondyear, and going through the job appli-cation mill, Chaikowsky found herselfdrawn back to Deloitte. Diotte hadmoved to Toronto in the meantimeand was rapidly building a busy prac-tice, expanding from three to morethan 40 people in just two years. Heoffered her a manager position, in-stead of the usual senior consultantspot. “He’s always been a mentor,”says Chaikowsky, “but when I saw thathe was willing to go that extra milefor me, it real ly began to shinethrough what a great mentor he was.”
His advice proved influential from thestart, says Bugg. “He helped us a lot withthe thought process of developing ourstrategy, gave us ideas for how to marketourselves, and was very good at critiquingour materials and offering suggestions.”One of his suggestions was that the twocollaborate on a teaching case for Ivey.The case focused on the Toronto Sympho-ny, with former premier and then TSOboard chair Bob Rae as the protagonist.
When Bugg and Dallhoff graduatedfrom Ivey, they launched Strategic Lever-age Partners Inc., a boutique manage-ment consulting firm specializing inboard effectiveness. One of their firststeps was to recruit an advisory board,and they invited Bryant to take part. Heagreed, and recently signed on for an-other two-year stint. “Murray’s alwaysavailable to kick ideas around with,” saysDallhoff. “He’s come up with some ex-cellent ideas we’ve run with. If he doesn’thear from us, we hear from him!” AddsBugg: ”He’s been very generous with histime, which we know is quite limited.”
One of his most important mes-sages to the new entrepreneurs wasthe importance of focus. Early on, be-fore the partners had landed their firstmajor client, Bryant sensed that theywere beginning to feel some pressure.“I told them, ‘Nothing has changed.Maybe it’s taking longer than you orig-inally expected, but if you give thisaway now, you lose your focus.’”
Currently, Bugg and Dallhoff areworking on a study of non-profit boardgovernance in Canada, aimed at identi-fying best practices, in partnership withthe Centre for Voluntary Sector Re-search and Development. Bryant playeda key role in developing the researchconcept and providing contacts.
Mentorship is a two-way street, saysBryant. “My involvement has given mea much better idea of the issues aroundboard governance – and Ivey also got avery good case out of the relationship.”But he also sees his advisory role aspart of his job as an Ivey professor. “AsProfessor Dave Burgoyne used to say,‘students don’t care what you knowunless they know that you care.’ Thementoring role is part of that caring.”
has been an important influence atevery stage of his life. “David has al-ways tried to help me do what’s bestfor me,” he says. “Sometimes wetend to make decisions for subjec-tive reasons, but having somebodywho truly cares about you and givesobjective, 100 per cent genuine feed-back is invaluable.”
For Graham’s part, it has beendeeply rewarding to watch McGinleyReynal make his way through life. “I’mvery proud of Oliver – he’s done verywell and his life hasn’t always beeneasy. He’s a highly principled youngman, and that’s unusual. We under-stand each other, and we’re honestwith one another, and in the longterm, you do better that way.”
McGinley Reynal has found a veryconcrete way to express his gratitudefor Graham’s support: he is helpingto mentor a new generation of Iveygraduates. For the past two years, hehas worked with an Ivey Client FieldProject team at Stone Tile. He is also aparticipant in the Ivey Partnershipprogram, through which alumni offerto electronically mentor graduatingstudents. “I think we all need to havea mentor – everyone should look forthe opportunity.”
>> CHAIKOWSKY/DIOTTE CONTINUED FROM PAGE 30
>> MCGINLEY REYNAL/GRAHAM CONTINUED FROM PAGE 31
>> DALLHOFF/BUGG/BRYANT CONTINUED FROM PAGE 32 Diotte says he has benefited fromhis relationship with Chaikowsky. “I’velearned a lot about myself and my man-agement style, and I’ve made adjust-ments.” But the real benefit, he says, isthe great personal satisfaction he takesin bringing out the best in Chaikowskyand other young staff members. “I amvery proud of what Larissa has accom-plished, and the others whose careersI’ve influenced. It’s one of the things Ienjoy most about this job.”
Chaikowksy says having a mentorcan make a big difference in any ca-reer. “You can do a lot of things on yourown, but you can do it with a lot morefinesse if you have someone to guideyou along the way. Do I think I wouldbe the same person or the same con-sultant I am today without havingworked with Steve? I’d have to say no.”
34
For Ivey profs Denis Shackel andMichael Sider, there’s no greater re-ward than a thumbs-up from their stu-dents. That’s why they were pleased tosee their names in a recent issue ofCanadian Business, as part of a featureentitled “Best in Class.” The story rec-ognized top MBA professors fromacross the country, put forward bytheir students.
Shackel and Sider are both recentrecruits to Ivey, and specialize in man-agement communications. Althoughthey teach separate courses, in manyways they work as a team. Sider, theyounger of the two, describes Shackelas a “mentor.” Says Shackel:“We have awonderful, supportive, true team spiritthat I have not previously experiencedin any other academic setting.”
Before he came to Ivey, Shackeltaught psychology for 29 years at Uni-
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DENIS SHACKEL AND MICHAEL SIDERARE GAINING A NATIONAL REPUTATION FOREXCELLENCE IN TEACHING
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DENIS SHACKEL (LEFT) AND MICHAEL SIDER
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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 5
I discovered talents and potential thatwere truly breathtaking.”
His students appreciated this les-son, too. One student wrote: “Thisclass tests us like no other and we’llbe sure to remember the impact youhad on us for eternity.” Another wrote:“This class has been a trigger for me –one of the few in my life when I real-ized that I can reach much higher thanI thought I could.”
Shackel believes that students needto feel that they’re in a safe environ-ment before they can push themselvesto their limits. “I absolutely abhor theuse of sarcasm. I encourage people torisk and to explore new ideas, and saythings that they may normally keep tothemselves, because they know I won’tzap them.”
Using his background in educationalpsychology, Shackel observes each stu-dent carefully to determine his or herlearning style – auditory, visual, or ki-naesthetic. He videotapes every ses-sion, so he can better assess each stu-dent’s contribution, and look for waysin which he can improve.
Sider comes to Ivey as an Englishscholar with an entrepreneurial bent. Hepaid for much of his schooling with theearnings from a painting company hestarted as a teenager. As a PhD studentat Western, he became fascinated withKeats, and later wrote a book about hispoetry. After a fellowship at the Univer-sity of Pennsylvania, he was invited backto Western to recreate its Effective Writ-ing Program. Using innovative manage-ment skills and powerful teaching, Sidergrew the program dramatically, makingit a campus success story.
The transition from English litera-ture to management communicationsfits with Sider’s practical side. In his re-search he looks at the emerging con-
versity of Toronto, where he was namedProfessor of the Year in 2000. Sevenyears ago he was involved in a tragedythat changed his life. He and his broth-er-in-law set out on a spring day toclimb New Zealand’s Mount Ruapehu,an ascent they had made before. Hisbrother-in-law, an experienced climber,lost his footing as they approached thesummit and fell to his death. Strandedfor the night in a T-shirt and shortswith temperatures plunging to minus30 degrees, Shackel managed to stayalive using a technique that he calls‘five seconds at time.’ He believes thatthis technique, and other practices thatsaved his life, can help people becomesuccessful business leaders.“It’s a mira-cle that I’m alive,” he says. “This fuelsmy sense of purpose and mission in life
– to unlock the talents of others.”Shackel is an experienced teacher,
but he learned something new in hisAdvanced Presentation course lastterm. In one of his first sessions, hebroke the class into small groups forindividual presentations. When theycame back into the class, he asked thegroups for feedback. He was told thatone of the students, a woman fromAfrica, had made a powerful presenta-tion to her group about AIDS. When heasked her to do it before the wholeclass, she refused. “In all my years ofteaching I would have backed off andrespected her choice,” says Shackel,“but something stirred in me that said‘don’t let this woman get away.’”
After firm but gentle coaxing theyoung woman reluctantly agreed. “Weall were spellbound, and some intears,” says Shackel. “The lesson forme was when you push hard, you canget phenomenal results. After thatsession I continued to push harderthan I have in the past, and in doing so
test between traditional corporate val-ues and progressive activism. “There’sa great deal of pressure on business tobe more socially responsible,’ he says.“My focus is how do we make commu-nication between business and ac-tivists work, so that business can ac-complish i ts objec t ives and theactivists can be heard?”
Sider enjoys being around verybright young people, and likes to createhigh-energy classrooms that challengepre-conceived notions. His goal is tocreate a lasting passion for learning.Recently he received a note from a for-mer student who had heard him lec-ture eight years ago on the interna-tionally acclaimed artist Christo. Shehad just flown to New York City to seeThe Gates, the public art project forCentral Park created by Christo andJeanne-Claude.“It’s probably too muchto say your lecture changed my life,”she wrote, “but the passion I felt forThe Gates when I went to see it had alarge part to do with the passion youinspired in the course.”
Shackel and Sider have much incommon, and bring their interests intothe classroom. Both take a faith-basedapproach to their work. Shackel’s expe-rience on Mount Ruapehu has left himwith a profound sense of spiritual call-ing. Sider’s father is a respected the-ologian, and his sister an Anglicanminister. They both are exceptional mu-sicians and athletes. Sider often sings inclass, and starts many of his sessionswith a taped song. A competitive ten-nis player, he sometimes brings a cou-ple of tennis racquets into class andbats the ball around. Shackel is an ac-complished pianist, clarinet teacher,has run in seven marathons, and isabout to build his third house – thistime in Grand Bend.
They also share a deep sense of priv-ilege in teaching Ivey students. “Teach-ing at Ivey has been one of the high-lights of my professional career,” saysShackel. “I have so much learning fromthese students. It touches me deeply.”Adds Sider: “I love the energy and en-thusiasm that’s created in the class-room. The students often say it’s myenthusiasm, but it’s really theirs.”
“We have a wonderful, supportive,true team spirit that I have
not previously experienced in any other academic setting.”
based on the recognition that the futureof business and business education areinextricably linked. Successful companiesneed new blood to fuel their growth: theSchool needs financial support to main-tain excellence and frontline input to en-sure its curriculum reflects current busi-ness realities. “Each relationship isunique,” says Andrea McGuigan, Ivey'sAssociate Director of Corporate Develop-ment.“We work with companies to iden-tify an investment opportunity in theSchool that aligns with their goals, theSchool’s goals, and the students’ goals.”
UBS is interested in making contactwith Ivey students early enough to havesome impact on their careers and firstjob choices.“We want to get a look at thestudents earlier,” says Estey. “I find thatby the time I get there, no matter howearly I go, some of the best have alreadybeen picked up.”
The ideal opportunity for UBS, it turnsout, also meets a need in Professor BobWhite’s Capital Markets course.The bankis collaborating with White to developan equity trading simulation, and offer itto Ivey students as an annual competi-tion. UBS has pledged a generous contri-bution of $250,000 over five years.
Rick Meslin, MBA ’99, Executive Direc-tor of Institutional Equity Sales at UBS, isleading the charge.“We want the simula-
UBS Canada, an investment bankingfirm, is part of a huge international or-ganization with assets of more than $1.6trillion under management, and a pres-ence in more than 50 countries. Yet, de-spite a 50-year history in Canada, it’s nota familiar brand to many of us. “We needto get better known in Canada,” saysCEO Jim Estey.
One of Estey’s tactics for building ahigher profile and attracting bright youngminds to the company is an innovativepartnership with Ivey. As a member ofIvey’s Corporate Investors’ Program, UBSwill be providing financial and academicsupport to the School,while raising aware-ness with students,faculty and alumni.
The Corporate Investors’ Program is
tion to be as exciting and engrossing asour business is on a day-to-day basis,” hesays,“but without being completely over-whelming to someone who is new to it.”The framework of the game is in place,and a student will spend the summer de-veloping various real-world scenarios tobe played out. If the simulation workswell, Meslin envisions using it to educateUBS clients, as well as Ivey students.
For the simulation, students will bedivided into groups of four people, eachrepresenting the trading desk of onedealer. Starting with a specified amountof money, the groups will begin respond-ing to news, taking and placing orders,and watching the stock market move.“The game will test their ability to man-age several things at one time, to makedecisions immediately, and to keep trackof a book of business,” says Meslin.“There’s no right or wrong on a minuteby minute basis, but there will be an ele-ment of adrenaline that really reflectswhat a trading floor feels like. It’s allabout getting people to work together,see the big picture, and have some fun.”Each section of the MBA program willrun the game over a one or two-day peri-od, with the most successful teams fac-ing off in a final round.
A game of this complexity is unique inCanada, Meslin believes. In addition to
Trading Space
Development
UBS is partnering with Iveyto develop a unique equitiestrading simulation
Since its earliest days, Ivey has counted on the interest andsupport of leading corporations. The Ivey Corporate Investors’Program formalizes these relationships, building a strong linkbetween excellence in business and in business education. Asmembers of the Program, companies become part of an innercircle, playing a pivotal role in shaping the future of theSchool and the learning experience of its students.
Financial support from the Corporate Investors’ Programhelps the School attract outstanding students and faculty,produce leading-edge research, and offer unique learningand networking activities for students and alumni. In return,corporations have enhanced access to Ivey students, facultyand alumni, special recognition opportunities, and the ser-vices of a dedicated School liaison person. Each relationship isunique, developed to align with the goals and interests ofthe company.
Among the companies who, like UBS, are part of the IveyCorporate Investors’ Program:• Scotiabank, which supported the development of the
Spencer Conference Centre, has funded several studentscholarships, and now sponsors the Scotiabank Interna-tional Case Competition
• ING Bank, which supports student scholarships and a fac-ulty fellowship
• Corus Entertainment, which among several contributions,funded a $2 million Chair in Women in Management
• Great West Life and London Life Insurance, which havesupported scholarships, professorships and case writing
• Telus, which sponsors a number of alumni activities• IBK Capital, which sponsors the IBK Capital Business Plan
Competition• Boston Consulting Group, which sponsors the BCG Internal
Case Competition• Merck, Bayer, Eli Lilly, Biovail and GlaxoSmithKline, among the
many corporate supporters of Ivey’s innovative Biotech Stream• Canadian Tire, which donated its corporate archives to Ivey• Maple Leaf Foods, which supports student scholarships
and sponsored a room at Spencer Conference CentreFor more information on Ivey's Corporate Investors’ Program,please contact Andrea McGuigan at (519) 661-4100.
CORPORATE INVESTORS’ PROGRAM
providing Ivey students with a lively,hands-on learning experience, it will giveUBS an opportunity to assess their skillsand talents under pressure. In fact, thetechnology will allow both UBS repre-sentatives, who will be present duringthe operation of the game, and ProfessorWhite to monitor and coach the teamsthroughout the game.
Just as important, it will give Ivey stu-dents who may not have considered a ca-reer in investment banking an opportunityto discover their hidden talents.“The gamelets people see for themselves if they havethe abilities needed for this business, andgives them a confidence boost to apply fora job with UBS,”says Meslin.
The partnership with UBS is an excel-lent example of how companies can con-tribute to the education of Ivey students,says Dean Carol Stephenson.“We encour-age and welcome strategic partnershipswith the business community,” she says.“It enriches learning for our students, andsharpens the real-world focus of our cur-riculum. A perfect partnership is onewhere each partner benefits equally.”
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ONLINE ALUMNI DIRECTORYNetwork with other Ivey Alumni using the Directory in eZone
The Alumni Directory in eZone can help you find Ivey Alums, whograduated in a specific year, with specific job titles, job function,companies, industries, cities, provinces and countries. Network withother Ivey Alums – it is simple to access and use:
• Log-in to eZone at www.ivey.ca/ezone• If you forgot your username and password, e-mail
[email protected] to request it• Click on “Directory” on the left hand side of the eZone
welcome page• Select “Find an Alum”• Enter your search criteria, which includes degree, year,
title, occupation, company, city, province and/or country• View the results and leverage off the power of the Ivey Network
While you are in eZone, please take a few momentsto confirm your own contact information is correct,
so fellow alumni can network with you as well.
POWERED BY THE IVEY NETWORK
wear the mark.
1-877-BUY-IVEY or browse on line at http://iveytrading.ivey.uwo.ca
Emily Wang, HBA ’06 Angela Tam, HBA ’06
“The business world is changing,and therefore we as a manage-ment school must change.Whether it’s globalization orintensified competition or tech-nology, there are new and differ-ent demands on management.To remain relevant, Ivey mustnot just keep up, but anticipatethe demands managers will facein the future.”
Earl Orser spoke theseinsightful words in 1997 as the$75-million Ivey Campaign wasgathering steam. His leadership
helped ensurethe success ofthe campaign,and guided theSchool formany years.He served onthe Ivey Advi-sory Boardfrom 1984 to2004. As Chairfrom 1993 to1999, he over-saw a majorrestructuring,
leading to a much stronger, morediverse and active Board that hassince played a key role in theSchool’s development.
But Ivey cannot claim Orserexclusively: he was an excep-tional business leader, volunteerand philanthropist who touchedmany organizations and individ-ual lives during his lifetime.
Born in Toronto, Orser com-pleted his Bachelor of Com-merce at the University of Toron-to and qualified as a charteredaccountant in 1953. By the mid-
60s, he was looking for newchallenges, and went to work inindustry. After stints withAnthes Imperial, Molson’s andAir Canada, he joined the T.Eaton Co. becoming presidentand CEO in 1975, and famouslypresided over the demise of theEaton catalogue.
When he parted companywith the Eaton family, he washired as a consultant by Brascan.In 1980 he became executivevice-president and CEO of Lon-don Life, then the largest insur-ance company in Canada. Hebecame president in 1980 andchairman of the board on hisretirement in 1989. “That wasthe pinnacle of his career, wherehe brought all his experiencetogether,” said his daughter Bar-bara, a business professor at Car-leton University. He also took anactive role with the CanadianLife & Health Insurance Associa-tion, serving as its chair.
During his tenure, London Lifegrew from $4-billion in assets to$16-billion. “I always thought of
him as the consummate manag-er,” said Jim Etherington, whoworked as a vice-president withOrser. “He never argued againstan idea from anybody. He cameto the table with lots of ideashimself, but he was almost intu-itive in encouraging the ideas ofothers at the same time.”
Orser was also an energeticvolunteer, lending his skills tothe London Economic Develop-ment Corporation, The Universi-ty of Western Ontario, and Ivey,among many organizations. Hereceived an honourary degreefrom Western in 1991, and theIvey Distinguished Service Awardin 1997. “He was grounded in astrong set of values and theynever wavered,” said Dean CarolStephenson. “Earl was Earl. Hewas solid. He knew what hebelieved and he stuck to it nomatter what he was doing.”
Orser and his wife Marionhad four daughters. He died ofcancer at home in London,Ontario on December 26, 2004,at the age of 76.
Harry Ritz Yeandle, HBA ’32Walter Dearness Tamblyn,HBA ’34Johnny Downs HBA ’44 John Hewetson Cooper,HBA ’45 William Howard Yeates,HBA ’48Harry Gallinger, DBA ’50
Wilfred Beaudry, HBA ’53 William L. C. Sturgeon,HBA ’55James Thomas Hill,HBA ’56James Alexander Wylie,HBA ’59Kenneth Charles Roulston,MBA ’62
Thomas Evald Torokvei,HBA ’66John Harold Anderson,HBA ’67 Frank A. Vita, Exec ’70Robert Michael Fagen,MBA ’73 Wayne Robert Munday,HBA ’75
Darwin Eugene Hayward,HBA ’79Gail Douglas-Becks,MBA ’83 Gregory Wallace Affolder,MBA ’94 Neil Patrick Ryan,MBA ’00Andrew Lash, MBA ’03
IN MEMORIAM
Ivey Lives RememberedEarl Orser, LLD ’91 1928-2004
52
ership within reach at all levels:• Plunge in and start. Don’t wait
for approval or divine guidance– you wil l never have al l the answers.
• Throw out the org chart. It’s agraveyard that represents yourh i s t o r y , n o t y o u r p r o m i s e .Teams, not hierarchy, enable ag-ile responses to complex busi-ness challenges.
• If you make a mistake, admitit, recover quickly, fix it if you
can, learn from it, and try some-t h i n g e l s e . A b o v e a l l , d o n ’ twaste time and energy findingsomeone to blame.
• Abandon mindless routines, orga-nizational dogma and once-suc-cessful strategies that have be-come blinders. Risks need to betaken to achieve the new vision.
• Look for solutions you haven’ttried before – preferably sim-pler ones, since time is of theessence.
• With the aid of individuals andteams from all levels and func-tions, identify basic ‘anchors’and desired outcomes that willguide subsequent decisions.
• Make sure everyone is commit-ted to the outcomes. Don’t al-l o w l a g g a r d s t o h o l d t h eprocess back – it is often easierto let them go. The greatestsource of cynicism is the per-ception of difference betweentalk and actions.
• Tell the truth about the organi-zation’s health and needs.
• Stay flexible, keep learning andknow how to balance your ownneeds with those of the gyrat-ing business.
• Learn how to handle emotions
Faced with increasing competitivep r e s s u r e a n d t h e g r o w i n g d e -mands of anxious shareholders,c o m p a n i e s a r e s t r u g g l i n g t osharpen their strategic evaluationsand organizational effectiveness.Traditional managerial ski l ls bythemselves cannot produce deci-sions that lead to future success.What’s needed is leadership, andmany companies are working tofind it, develop it and nurture it .
What’s the difference betweena l e a d e r a n d a m a n a g e r ? M a n -a g e r s i n i t i at e , a d m i n i s t e r, a n dmaintain; leaders originate, inno-vate and take risks. The good man-ager keeps an eye on the bottomline and knows the cost of every-thing; the good leader keeps aneye on the future and knows thevalue of everything. The managerasks ‘how?’ and ‘when?’ The leaderchallenges tradition, asking ‘why?’A successful leader, in shor t , ismore like a high-velocity entrepre-neur than a classic good soldier.
Usually organizations look tosenior management for leader-ship. But leaders can be anywhere,and savvy companies are findingways to seek them out and clear apath for them.
If you want to be an effectiveleader today, what do you actuallydo? How do you twist your way outof the plastic wrap of samenessa n d b e g i n e x e c u t i n g s t r a t e g i cplans? Here are some suggestions,based on what I’ve observed in or-ganizations that are finding lead-
( yo u r s a n d o t h e r s) re s u l t i n gfrom the transition journey.
• Ke e p t h e m o m e n t u m g o i n g .Build employee and customerloyalty through relationships anddelivering on promises made.
When organizations have accessto the same customers and suppli-ers, the difference in performanceis realized through their leader-ship. And when cultivated system-atically and deliberately, leader-
ship is within reach, and can grow,in all aspects of the organization.
The School in the World
Discovering the leader withinBy Milan Moravec, MBA ’63
Alumni Speak
“Managers initiate, administer,and maintain; leaders originate,
innovate and take risks.”
Milan Moravec, MBA ’63, is CEO of Moravec and Associ-
ates in Walnut Creek, California. This article is excerpted
from a longer piece by Mr.Moravec.To read the whole ar-
ticle,visit www.ivey.ca/intouch
DO YOU HAVE SOMETHINGTO SAY about an issue that’sclose to your heart, anunusual experience or aninteresting idea? InTouchwelcomes submissions tothe Alumni Speak Column.This is your space to air your views – outrageous orotherwise – to trade ideas,or simply to share a goodstory with fellow graduates.For more information,please contact the Editor at [email protected].
© 2005 M
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The future success of any business depends on its next generation
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FRIDAYExecutive DevelopmentOffering – Leadership andChange8:30 am – 4:30 pm Ivey’sExecutive Development hasdesigned a program specificallyfor reunion classes focusing onLeadership and Change
Golf Anyone?12 pm – 6 pm The Ivey AlumniAssociation/London Chapterinvites you and your classmatesto tee off your reunion with around of golf
Class Welcome Receptions7 pm – 12 am Get the weekendoff to a great start and getreacquainted with old chumsfrom your class
SATURDAYBreakfast Tours9 am – 11 am Have an Iveystudent show you what’s new asyou re-visit your old stompinggrounds – breakfast included
Event in the Tent!11 am – 1 pm Cheer for youryear during the multimediapresentation, share somememorable moments and meetDean Carol Stephenson. Enjoy acomplimentary buffet lunch
Ivey Ring Tradition2 pm – 3 pm Take the IveyPledge to practice ethical busi-ness and receive your Ivey Ring
Go Mustangs!2 pm – 4 pm Cheer on theWestern Mustangs as they playthe York Lions in the TDWaterhouse stadium
Celebrate A Night ofRetro Revival6 pm Sit with your class and seeyour faculty at the LondonConvention Centre for a funkyevening complete with a cocktailparty, hors d’oeuvres,complimentary photos, deliciouscuisine, dancing, and liveentertainment you’ll never forget!
SUNDAYFarewell BrunchesEnjoy a proper sendoff at yourfarewell class brunch
Stay tuned for moreinformation or contactTerri Garton [email protected] or(519)661-3729ivey.uwo.ca/Homecoming
homecoming 2005
September 30 – October 2
All alumni are welcome, and if yourgraduating year ends in “5” or “0” this is
your special year to celebrate!
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