DOCSLIB.ORG

Dominic Barton

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Dominic Barton The global managing director of McKinsey & Company talks about his firm’s focus on talent, the increasing demand for work-life balance, and his involvement in tackling one of the world’s most wicked problems: water scarcity. Thought Leader Interview: Dominic Barton by Karen Christensen A recent Economist article indicates that the global consult- and face significant fiscal challenges. ing industry is going ‘gangbusters’ at the moment, with dou- The combination of these five things all happening at once ble-digit growth amidst all the economic doom and gloom. has major implications for all organizations — including McKin- Why is this? sey. Whenever there is volatility or disruptive change, there is a I think it’s because we are in a period of profound change — and I strong demand for objective perspectives and analysis. Along- actually believe that this will continue for the next 20 to 30 years. side all of this, the churn rate of companies has gone up signifi- There are five particular megatrends that are converging to great cantly. In 1935, the average lifetime for an S&P 500 company was effect. The first is the re-rise of Asia and Africa’s emergence: 2.2 90 years; today, it’s about 18 years. There is a growing need at the billion people will join the middle class in Asia and Africa in the moment to innovate and to make bolder choices, as well as to fo- next 15 to 20 years — half in China alone. The second shift is dis- cus on risk management tools. These are just some of the reasons ruptive technology that is changing three times faster than man- why consulting is so in demand these days. agement, presenting both opportunities and challenges. The third shift is resource scarcity. With so many new consumers At last count, 359 ex-McKinsey-ites, who you call ‘alumni’, wanting to live and consume like ‘regular’ middle class people, were running $1 billion-plus companies. No other organiza- food, energy and water are going to be under severe constraints. tion even comes close to this. What is in the proverbial water The fourth major shift is population aging around the world at McKinsey? (even though some countries, like India and Nigeria, are young.) I think the key thing is that we are very fortunate with respect to And last but not least is the struggle that Western governments the incoming talent we attract. I will always remember Marvin are facing to deal with all of this. They have become increasingly Bower telling me that you win or lose on the talent that comes short-term in their thinking and as a result, they are gridlocked through your door. If you attract the best people, they are, in a SMITH LISA BY ILLUSTRATION 12 / Rotman Management Spring 2014 Our people told us that the nine-to-five schedule is a thing of the past, and that they want flexibility. sense, by definition going to do very well. For the 2,200 consul- efforts. We’ve put some anonymous games out there for people tants we hire each year, we look at about 225,000 applicants. to try, without the McKinsey name on them. When someone I knock on wood when I say this, but we’re fortunate to be at an does particularly well, we contact them and say, ‘We are interest- 87 per cent acceptance rate on the offers we make. Despite the ed in talking to you.’ We are very aware that there’s lots of talent ups and downs of the economy, we’ve consistently been able in places like India and Indonesia that doesn’t know who we are. to get more than our fair share of great people. The second thing is our focus on leadership development. McKinsey is a key player in the 2030 Water Resources Group We spend about $120,000,000 per year on various training pro- — a consortium of mostly private companies formed to study grams for our people. More importantly, in our job design, we try global water scarcity. Tell us a bit about the group’s work, and to provide as much variety and intensity as possible. I think one why you got involved. of the best ways to foster leadership is to have people work in dif- We have a climate change practice, and in 2008 it studied the ferent countries and industries, on different types of issues and costs involved in fighting climate change. The team, led byJere- projects — growth, turnarounds, a mix of things. Of course, we my Oppenheim, studied the biggest drivers of carbon emissions, would love for our people to stay with us forever, but sometimes, and how they could be eradicated. They developed a carbon cost their ‘higher order calling’ is to go and lead another organization curve that shows various ways to reduce emissions — some of — and that is totally fine. Those wholeave become ‘alumni’, and which require a very small investment and yield a huge return. remain part of our wider network. For example, putting insulation in buildings to curb spending on Another part of it is the apprenticeship and mentorship that heating and cooling costs. people get here, which, by the way, extends to our alumni. We In working on this, the team spoke with Nestlé and the have big alumni events every year, but those who attend aren’t International Finance Corporation, both of whom were run- that interested in hearing about what McKinsey is up to; instead, ning ambitious water programs. Peter Brabeck, who is now the they want to catch up with their friends and talk about how they chairman of Nestlé, was quite involved. It occurred to us that we can help each other out. I also think our ‘up or out’ approach should do the same exercise that we had done on carbon emis- helps. We really like to push people into the ‘deep end’, not know- sions for water, to get a sense of the costs and issues around this ing if they can swim or not. You just grow faster that way. precious resource. We decided to get a group of private-sector people together who actually rely on water for their business. Has the sort of talent you seek changed in recent years? In addition to Nestlé and the IFC, we approached Coca-Cola, Definitely. For one thing, we’ve shifted away from just hiring Syngenta, Standard Chartered Bank, New Holland Agri- MBAs. When I joined McKinsey in 1986, I was one of the very culture, SABMiller and the Barilla Group. We also drew on first non-MBA hires. Obviously, MBAs are still our core in terms some think tanks and NGOs like the Pacific Institute, the of human capital, but today the ratio is about one-to-three for World Resource Institute and the UN, and Harvard Professor of advanced degrees of varying types vs. MBAs. We hire about 30 Environmental Engineering John Briscoe was particularly help- to 40 doctors per year, lots of lawyers and nurses, to name a few. ful to us. We’re also hiring more experienced people than ever be- Together, we worked for a year looking at each of the world’s fore. Of our 2,200 annual hires, around 400 have significant past 154 large basins, studying supply and demand. What we found professional experience. That’s a pretty big shift for a company shocked many of us: we are facing a 40 per cent gap between whose traditional approach has been to bring in brand-new grad- water supply and demand by 2030. We then ‘double-clicked’ uates. These experienced professionals have things like heavy- and went deeper in examining four particular places: China, duty data analytics capabilities and restructuring expertise. India, South Africa and São Paolo, Brazil. We looked for levers Some of them have already turned around companies. that could close the gap, and what sort of investments would be We’re also trying to use technology more in our recruitment required. 14 / Rotman Management Spring 2014 FIGURE ONE: INCREASE IN ANNUAL WATER DEMAND 2005-2030 Increase in annual water demand 2005-2030 Municipal and Domestic Industry Agriculture Change from 2005 Billion m3 Percent China 178 300 54 532 61 India 33889 40 468 58 Sub-Saharan 320 28 92 440 283 Africa Rest of Asia 243 117 80 440 54 N America 181 124 21 326 43 We came up with a key finding for each of the four locations. Europe 72 100 12 184 50 The cost curve for India demonstrated that an effective solution S America 89 68 23 180 95 could be built squarely on improving the water productivity of its agriculture industry; China’s solution would largely be built off managing the rapidly growing demand from industrial and SOURCE: 2030 Water Resources Global Water Supply and Demand model; baseline agricultural production urban uses; São Paulo’s solution would depend heavily on in- based on IFPRI IMPACT -WATER base case dustrial as well as municipal and domestic efficiency; and South Africa’s least-cost solution would be built off a combination of supply and industrial efficiency levers. What particular aspects of this wicked problem are you fo- cusing on, going forward? With a major supply and demand problem on the horizon, we de- best to deliver them. As part of this, we turned the spotlight on cided to optimize our efforts by focusing more on the demand our people and their needs, and not surprisingly, we found that a side: how can we go about reducing water usage? We felt we balanced lifestyle was very important to them.
Load more

Recommended publications
  • A Canadian National Economic Strategy for Asia
    A Canadian national economic strategy for Asia Dominic Barton, Bruno Roy and Bruce Simpson August 2012 A Canadian national economic strategy for Asia Dominic Barton, Bruno Roy and Bruce Simpson August 2012 Table of Contents About the Authors ................................................................................................................................3 About the Initiative ..............................................................................................................................3 Introduction ............................................................................................................................................4 A Canadian national economic strategy for Asia ......................................................................7 1) Appoint a Minister for Asia and create a Cabinet Committee on Asia to drive and take accountability for this agenda ..................................................................7 2) Establish an Asia Advisory Council ..........................................................................7 3) Enhance diplomatic activities in Asia......................................................................7 4) Strengthen cultural and educational ties ...............................................................8 5) Partner with five to seven key sectors to help them compete successfully in Asia...............................................................................................................................................8 The private sector
    [Show full text]
  • Top 50 Management and Strategy Consulting
    Customized for: Kirsten ([email protected]) VAULT GUIDE TO THE TOP 50 MANAGEMENT AND STRATEGY CONSULTING 2012 EDITION Sponsored by: Customized for: Kirsten ([email protected]) Customized for: Kirsten ([email protected]) Customized for: Kirsten ([email protected]) THE MEDIA’S WATCHING VAULT! HERE’S A SAMPLING OF OUR COVERAGE. “For those hoping to climb the ladder of success, [Vault’s] insights are priceless.” – Money magazine “The best place on the web to prepare for a job search.” – Fortune “[Vault guides] make forOF excellent THE starting points for job hunters and should be purchasedBEST by academic libraries for their career sections [and] university career centers.” – Library Journal REST Vault Guide to the Top 50 Accounting Firms “The granddaddy of worker sites.” – US News & World Report “A killer app.” – The New York Times One of Forbes’ 33 “Favorite Sites.” – Forbes “To get the unvarnished scoop, check out Vault.” – SmartMoney Magazine “Vault has a wealth of information about major employers and job-searching strategies as well as comments from workers about their experiences at specific companies.” – The Washington Post “Vault [provides] the skinny on working conditions at all kinds of companies from current and former employees.” – USA Today ® Customized for: Kirsten ([email protected]) VAULT GUIDE TO THE TOP 50 MANAGEMENT AND STRATEGY CONSULTING FIRMS PHILIP STOTT AND THE STAFF AT VAULT ® Customized for: Kirsten ([email protected]) Copyright © 2012 by Vault.com, Inc. All rights reserved. All information in this book is subject to change without notice. Vault makes no claims as to the accuracy and reliability of the information contained within and disclaims all warranties.
    [Show full text]
  • BUILDING a STRONGER CANADA-ASIA RELATIONSHIP THROUGH TWO-WAY EDUCATIONAL LINKS by Dominic Barton
    RESEARCH REPORTS www.asiapacific.ca MARCH 19, 2014 ©iStockphoto.com/Rawpixel BUILDING A STRONGER CANADA-ASIA RELATIONSHIP THROUGH TWO-WAY EDUCATIONAL LINKS by Dominic Barton About The Author Dominic Barton is the Global Managing Director of McKinsey & Company. In his 25 years with the firm, Dominic has advised clients in a range of industries – including banking, consumer goods, high tech and industrial – but his core area of work is in financial sector development and reform. Prior to his current role, Dominic was McKinsey’s Chairman of Asia from 2004-2009, based in Shanghai, and he led McKinsey’s office in Korea from 2000-2004. To find out more visit:www.asiapacific.ca 1 www.asiapacific.ca Research Report BUILDING A STRONGER CANADA-ASIA RELATIONSHIP THROUGH TWO-WAY EDUCATIONAL LINKS Although many of Canada’s leaders and high-profile reports have emphasized the importance of international education to Canada’s future, action to date has been modest and sporadic. On the ‘inbound’ side, which focuses on attracting students from other countries to study in Canada, we face intensifying competition. International students are highly coveted for their financial contributions to the host economies, their potential to become skilled workers after graduation and their ability to serve as ambassadors in building closer relationships with Asian nations. To merely stay competitive, Canada needs to significantly boost funding and promotion of its education offerings. On the ‘outbound’ side, which focuses on sending more Canadians to Asia, there is an even wider gap between what Canada is and should be doing, especially in comparison with Australia, New Zealand, the U.S.
    [Show full text]
  • Connect | Convene | Collaborate 2 Asia Pacific Foundation of Canada | 2016 ANNUAL REPORT Contents
    ANNUAL REPORT 2015 | 2016 CONNECT | CONVENE | COLLABORATE 2 ASIA PACIFIC FOUNDATION OF CANADA | 2016 ANNUAL REPORT CONTENTS STRATEGIC PILLARS ...........................................................................4 LETTER FROM THE CHAIR OF THE BOARD ..................................... 5 LETTER FROM THE PRESIDENT ........................................................ 6 THE YEAR IN REVIEW ........................................................................ 8 COLLABORATE ..............................................................................9 CONVENE ....................................................................................11 CONNECT ....................................................................................13 RESEARCH & ANALYSIS ...............................................................14 OUR IMPACT .....................................................................................16 TOP 10 BLOG POSTS ..................................................................16 TOP 5 CANADA-ASIA AGENDA REPORTS .................................17 KEY NUMBERS .............................................................................17 ONLINE + SOCIAL MEDIA ENGAGEMENT .....................................18 A YEAR IN REPORTS ........................................................................19 IN THE NEWS ....................................................................................20 FINANCIAL STATEMENTS ............................................................... 22 DONORS ...........................................................................................26
    [Show full text]
  • Towards a More Inclusive Capitalism by the Henry Jackson Initiative for Inclusive Capitalism Towards a More Inclusive Capitalism
    Towards a More InclusIve capITalIsM By The henry Jackson InITIaTIve for InclusIve capITalIsm Towards a More InclusIve capITalIsM First published in 2012 on behalf of The Henry Jackson Initiative www.henryjacksoninitiative.org By: The Henry Jackson Society 8th Floor – Parker Tower, 43-49 Parker Street, London, WC2B 5PS Tel: 020 7340 4520 © The Henry Jackson Society, 2012 All rights reserved The views expressed in this publication are those of the authors and are not necessarily indicative of those of The Henry Jackson Society or its directors Designed by Genium, www.geniumcreative.com ISBN 978-1-909035-03-4 2 Towards a More InclusIve capITalIsM CONTenTs execuTIve suMMary 4 The case for capITalIsm 4 Three paThways 5 ConclusIon 5 InTroducTIon 6 adaM sMITh and The case for InclusIve capITalIsM 8 paThway 1: 13 fosTerIng educaTIon for employmenT paThway 2: 18 nurTurIng sTarT-ups and smes paThway 3: 22 reformIng managemenT and governance pracTIces To counTer shorT-TermIsm The quesTIon of eThIcs 26 conclusIon 28 Task force bIographIes 29 3 Towards a More InclusIve capITalIsM execuTIve summary At a time when capitalism is very much under siege, this paper makes the case that it remains the most powerful economic system we have for raising people out of poverty and building cohesive societies. At the same time, we, the members of the Henry Jackson Initiative for Inclusive Capitalism task force—a trans-Atlantic and non-partisan private-sector group of business, policy and academic practitioners—recognize that the recent crisis has highlighted a number of weaknesses in the system. Accordingly, we set out the case for capitalism, identify three areas in which progress needs to be made to improve it, and identify a number of companies already working in these areas to improve the functioning of our system.
    [Show full text]
  • The Business
    P2JW324000-0-R00100-1--------XA JOURNAL REPORT © 2017Dow Jones & Company. All Rights Reserved. THE WALL STREET JOURNAL. Monday, November 20, 2017|R1 BETSY DEVOS MIKE PENCE ‘We still ‘By eliminating fundamentally the mandate, we operate on a will enact tax relief for model that was working families.’ brought to us 150 years ago by the Prussians.’ THE BUSINESS At the annual gathering of The Wall Street Journal’s CEO Council, top executives heard from the AGENDA, administration about what it has accomplished—and the prospects ONE YEAR IN for more change in the near future GARY COHN AMY ‘We need to KLOBUCHAR make our ‘My issue with this businesses reform bill is the debt more piece, the $1.5 competitive.’ trillion.’ STEVEN MNUCHIN WILBUR ROSS ‘This is about ‘J ob creation is middle- the real purpose income tax of reducing the cuts and trade deficit.’ making our business taxes competitive.’ MITCH KEVIN McCONNELL HASSETT ‘This is not ‘We’re going your father’s into next Democratic Party. year with a There are very significant few moderate amount of Democrats left.’ momentum.’ JOURNAL REET ST LL WA THE R FO MORSE UL PA INSIDE MikePence on taxreform, trade Mitch McConnell on taxes, Anne Case and Angus Deaton LawrenceSummers seesdangers JayWalkerimaginesalie-detect- and the president’s leadership bipartisanship and divisions in the discussthe direstate of white, in the Tr ump administration’s ing app at the intersection of qualities, R2 Republican Party, R6 working-classAmericans, R12 approach to trade, R14 biology and business, R9 Steven Mnuchin says with reform AmyKlobuchar and Mark Kevin Hassett tells howthe U.S.
    [Show full text]
  • REINVIGORATED NORTH AMERICAN PARTNERSHIP SPECIAL REPORT About CIGI
    THE ROAD TO A REINVIGORATED NORTH AMERICAN PARTNERSHIP SPECIAL REPORT About CIGI The Centre for International Governance Innovation is an independent, non-partisan think tank on international governance. Led by experienced practitioners and distinguished academics, CIGI supports research, forms networks, advances policy debate and generates ideas for multilateral governance improvements. Conducting an active agenda of research, events and publications, CIGI’s interdisciplinary work includes collaboration with policy, business and academic communities around the world. CIGI’s current research programs focus on three themes: the global economy; global security & politics; and international law. CIGI was founded in 2001 by Jim Balsillie, then co-CEO of Research In Motion (BlackBerry), and collaborates with and gratefully acknowledges support from a number of strategic partners, in particular the Government of Canada and the Government of Ontario. Le CIGI a été fondé en 2001 par Jim Balsillie, qui était alors co-chef de la direction de Research In Motion (BlackBerry). Il collabore avec de nombreux partenaires stratégiques et exprime sa reconnaissance du soutien reçu de ceux-ci, notamment de l’appui reçu du gouvernement du Canada et de celui du gouvernement de l’Ontario. For more information, please visit www.cigionline.org. Contents Preface 3 Executive Summary 3 Introduction 4 North America’s Economic Potential 5 Canadian Business Success Stories 6 Grupo Bimbo and Canada Bread 8 Canada and Mexico: The Story So Far 8 Canada, Mexico and the TPP 11 Expanding Relations Beyond Trade and Investment 12 Canada, Mexico and the United States 13 The Need for Executive Leadership 14 Conclusion 16 Works Cited 17 THE ROAD TO A REINVIGORATED NORTH AMERICAN PARTNERSHIP PREFACE EXECUTIVE SUMMARY This special report is prepared for the North American Since the 1994 North American Free Trade Agreement Forum (NAF).
    [Show full text]
  • Download a PDF of Impact
    Impact Support for the Yale School of Management 2018–2019 Impact Support for the Yale School of Management 2018–2019 CONTENTS Absolutely Crucial 2 Scholarship Impact 8 Innovation in the Classroom 10 A Landmark Term 12 Coming Home 14 Donaldson Fellows 16 Financial Report 2018–19 17 Yale SOM Boards and Councils 18 Giving to the Yale School of Management 27 How Volunteers Make a Difference 48 As a relatively recent arrival to the Yale SOM community, I find myself climbing the steepest part of the learning curve. I am benefitting at every step from frank and wide-ranging conversations with alumni, students, faculty, and staff. One thing I have learned very quickly is that the Yale SOM mission to educate leaders for business and society is an animating principle for the whole community. Mission statements can be little more than words, recorded in memorandums and then relegated to the remote outskirts of a website. At Yale SOM, by contrast, the mission is discussed, debated, questioned, and honored. In fact, in nearly every conversation I’ve had about the school, someone has brought up the mission without being prompted. And often they’ve brought it up to challenge me and to ask how I am going to make sure the school continues to live up to its mission. The mission is a challenge to all of us. The necessary correlate of a meaningful, worthwhile mission is that it requires attention, action, and introspection from all of us who care about it. The world urgently needs leaders who can recognize the greatest needs, both globally and in the communities around them; who take responsibility for making a real difference by applying rigorous approaches to assessment and decision making; and who bring energy, passion, and caring to everything they do.
    [Show full text]
  • IIRC Council Meeting Minutes
    IIRC Council Meeting of 7 November 2019 Minutes IIRC Council: Meeting of 7 November 2019 Time: 09:30-17:30 EST Venue: International Federation of Accountants (IFAC), 529 Fifth Avenue, New York, NY 10017 Chair: Peter Bakker, Co-Deputy Chair of the IIRC Council Agenda: Appendix A Attendance: Appendix B 1. Welcome and introduction The Chair welcomed members, alternates and guests as well as those IIRC Board, Governance and Nominations Committee and team members that were present. The meeting was called to order. The Chair noted that meeting papers were distributed on 29 October 2019 and were taken as read. Charles Tilley was welcomed to his first Council meeting as Interim CEO, although it was noted that he had been a Council member for many years and also Chair of the IIRC Technical Taskforce that developed the International <IR> Framework. A welcome video from Council Chair Dominic Barton was played, which expressed his regret for being unable to attend and stressing the importance of the Council’s strategic input into an important agenda. IFAC and its CEO Kevin Dancey were thanked for hosting the meeting. Kevin Dancey welcomed the Council and noted its incredible community. It was confirmed that the meeting was a closed meeting being held under Chatham House rules in order to aid free discussion and openness. 2. Minutes of previous meeting and matters arising The draft minutes of the Council meeting held on 11 April 2019 were approved without revision. There were no matters arising. 3. Governance update Katharine Dawson, IIRC Senior Manager Operations provided an update on IIRC governance matters, prepared with input from Jane Diplock, IIRC Governance and Nominations (GAN) Committee Chair.
    [Show full text]
  • Safe Haven in Canada: Special Immigration and Refugee Measures Are Urgently Needed for the People of Hong Kong
    SAFE HAVEN IN CANADA: SPECIAL IMMIGRATION AND REFUGEE MEASURES ARE URGENTLY NEEDED FOR THE PEOPLE OF HONG KONG Report of the Standing Committee on Citizenship and Immigration Salma Zahid, Chair JUNE 2021 43rd PARLIAMENT, 2nd SESSION Published under the authority of the Speaker of the House of Commons SPEAKER’S PERMISSION The proceedings of the House of Commons and its Committees are hereby made available to provide greater public access. The parliamentary privilege of the House of Commons to control the publication and broadcast of the proceedings of the House of Commons and its Committees is nonetheless reserved. All copyrights therein are also reserved. Reproduction of the proceedings of the House of Commons and its Committees, in whole or in part and in any medium, is hereby permitted provided that the reproduction is accurate and is not presented as official. This permission does not extend to reproduction, distribution or use for commercial purpose of financial gain. Reproduction or use outside this permission or without authorization may be treated as copyright infringement in accordance with the Copyright Act. Authorization may be obtained on written application to the Office of the Speaker of the House of Commons. Reproduction in accordance with this permission does not constitute publication under the authority of the House of Commons. The absolute privilege that applies to the proceedings of the House of Commons does not extend to these permitted reproductions. Where a reproduction includes briefs to a Standing Committee of the House of Commons, authorization for reproduction may be required from the authors in accordance with the Copyright Act.
    [Show full text]
  • Notice of Meeting and Management Proxy Circular Annual Meeting of Teck Resources Limited to Be Held
    Notice of Meeting and Management Proxy Circular Annual Meeting of Teck Resources Limited to be held April 24, 2019 Dear Shareholders: You are invited to join us at our annual meeting of shareholders to be held on Wednesday, April 24, 2019 at 11:00 a.m. Pacific Daylight Time in the Waddington Room at the Fairmont Hotel Vancouver, 900 West Georgia Street, Vancouver, British Columbia. This notice of meeting and the accompanying management proxy circular outline the business to be conducted at the meeting and provide information on executive compensation and corporate governance at Teck Resources. We hope that you will take the time to read the circular in advance of the meeting as it provides background information that will help you exercise your right to vote. Even if you cannot attend the meeting in person, we encourage you to vote as this is your right as a shareholder. Instructions on how you can exercise your voting rights are found on pages 5 to 6 of the circular. If you are able to attend the meeting in person, there will be an opportunity to ask questions. “Dominic S. Barton” “Donald R. Lindsay” Dominic S. Barton Donald R. Lindsay Chair of the Board President and Chief Executive Officer Teck Resources Limited Page i Notice of Annual Meeting of Shareholders of Teck Resources Limited When: Where: Wednesday, April 24, 2019 Waddington Room, Fairmont Hotel Vancouver 11:00 a.m. (local time) 900 W. Georgia Street, Vancouver, BC At the annual meeting (the “Meeting”), shareholders will be asked to: 1) receive the consolidated financial statements for the year ended December 31, 2018 and the auditor’s report thereon; 2) elect 14 directors; 3) appoint PricewaterhouseCoopers LLP as auditor; 4) vote on an advisory resolution with respect to Teck’s approach to executive compensation; and 5) consider any other business that may properly come before the Meeting.
    [Show full text]
  • Annual Report FY16-17
    2016/17 The Rhodes Trust Second Century Annual Report 2016/17 Trustees Sir John Hood KNZM, Chairman Glen James Judge Karen Stevenson (New Zealand & Worcester 1976) (Maryland & DC & Magdalen 1979) Margaret MacMillan O.C. Andrew Banks Ngaire Woods (Florida & St Edmund Hall 1976) Tariro Makadzange (New Zealand & Balliol 1987) (Zimbabwe & Balliol 1999) Dominic Barton John Wylie, AM (British Columbia & Brasenose 1984) Michael McCaffery (Queensland & Balliol 1983 (Pennsylvania & Merton 1975) Professor Sir John Bell (Alberta & Magdalen 1975) John McCall MacBain O.C. Trustee Emeritus (Québec & Wadham 1980) Elleke Boehmer Julian Ogilvie Thompson (South Africa-at-Large and St John’s 1985) Nicholas Oppenheimer (Diocesan College, Rondebosch & Worcester 1953) Dame Helen Ghosh DCB Professor Dame Carol Robinson Donald J. Gogel Dilip Shanghvi (New Jersey & Balliol 1971) Development Committee Andrew Banks, Chairman Patrick Haden Lief Rosenblatt (Florida & St Edmund Hall 1976) (California & Worcester 1975) (Massachusetts & Magdalen 1974) Nicholas Allard Sir John Hood KNZM Arthur Scace, CM, QC, LLD (New York & Merton 1974) (New Zealand & Worcester 1976) (Ontario & Corpus Christi 1961) Dominic Barton Sean Mahoney John Tudor (British Columbia & Brasenose 1984) (Illinois & New College 1984) (South African College School & Brasenose 1992) Shona L. Brown Jacko Maree (Ontario & New College 1987) (St Andrew’s College, Grahamstown The Hon Malcolm Turnbull MP & Pembroke 1978) (New South Wales & Brasenose 1978) Gerry Cardinale (Pennsylvania & Christ Church 1989) Michael McCaffery Michele Warman (Pennsylvania & Merton 1975) (New York & Magdalen 1982) Sir Roderick Eddington (Western Australia & Lincoln 1974) John McCall MacBain O.C. Charles Conn (Québec & Wadham 1980) (Massachusetts & Balliol 1983) (Ex Officio) Michael Fitzpatrick (Western Australia & St John’s 1975) The Hon.
    [Show full text]