Leslie Broudo-Mitts — Welcome everyone to this extraordinary roundtable we are fortunate to hold. Today’s topic is two-part: One is the transformation that business schools and MBA programs are undergoing, and one the context and the ecosystems within which we, the leaders of these programs, find ourselves.

Let’s start with the first. These days, a lot and we are thinking about a new academic of people are talking about combining model based, again, on the intersection business with engineering and computer of engineering, science, and business. science. Thinking about this but extending Boey — more broadly, what are your thoughts That is impressive. I’d say that the push for in terms of how collaborations within entrepreneurship in Singapore is slightly the university context has changed, and different. There has been a very substantial how it might change going forward? amount of funding from the government Tam — to the University, a lot of emphasis on Allow me to begin. We started to bring translating money from research to in the entrepreneurship element into our impact. So, really a question of translating teaching and also into our research mission investments to achieve economic and social about twenty years ago. We received a impact. That’s the question that we are lot of initial attention. About six or seven working on for the last couple of years. years ago, some of our student startups We are sending undergraduate students turned out to be very successful and they around the world; today, there are 300 invested in us. So, at this point, we have a of them: from Stockholm to Munich, Tel university-wide entrepreneurship minor, so Aviv, Haifa, Beijing, Shanghai, Shenzhen, any student from any school, if he or she is Vietnam, Indonesia, Silicon Valley. interested in entrepreneurship, can enroll Over the last two decades, the way the in this entrepreneurship minor program. students learned about entrepreneurship There are a lot of experiential learning was rather more selective. It was not opportunities for those students taking across the whole university but students the minor. We also have a master’s degree who desire and apply to a specialized program. So, this is again a program that program. We call this program NOC: joins engineering, science and business. NUS Overseas Colleges (NOC). To support them we created an incubator, Results have been very positive: The allowing students to spend six months or likelihood of a NOC graduate being in a even nine months working full time to turn start-up is higher than you see on average. their ideas into something more tangible. The other thing that we have started to We are also going to build a new campus in promote is incubation facilities, not just in China later this month, expanding out our Singapore, but in a few key places around footprint from Hong Kong. The new campus the world. Silicon Valley is one, Indonesia is is twice the size of the Hong Kong campus, one. Moving ahead, we will be developing •

58 COLLER VENTURE REVIEW 59 an important role. And how do I put together problem is, of course, the natural expertise Babson College a business model that can effectively and lies in different places: On the frontiers with economic benefit solve the problem? of the science, it lies in engineering, and If we think about this, then I think we have maybe in neuroscience; on the policy a chance to do something really special. The and social front, it lies in business, in fact is that knowledge is also being obtained law and in social sciences. And so, it’s in smaller quantities and more just in time. about bringing together lots of different faculty and students, and that’s what we Here is what I think. The just-enough, just- strive to excel at in our business school. in-time, just-for-me model is a millennial education philosophy. And we have to We’ve been running events on the future understand that and understand how to of work that bring together technologists, deliver it in a more flexible way. There are but also humanists. We come at a in fact very few colleges and universities problem from all different angles and our in the world that can array the competency aspiration is to really make a difference. required to do just-in-time, just-enough, For the students and the faculty as well. I just-for-me education. So, colleges and arrived here 20 years ago; all these years universities have to begin to see themselves we’ve been really focused on trying as having defining competencies. to lower barriers between schools and disciplines. It’s with the students that take I would ask the people to look at the future the most chances that change happens of education as an educational ecosystem most of the time. When students take that looks to you for special competitive chances, that’s when change happens. our graduate students. For example, the get down to the regional environments, advantage competencies that can create Brady Research Program if you look for five or six years out in the problem solvers over a long period of time. Jain — generates applications from graduate Northeast of the United States, you see a The just-enough, This ultimately enables a much longer I think that the entire intellectual fabric students and postdocs and the University dramatic decline in 18 to 22 year-olds. income stream, at a less painful point, of the university is a sort of canvas upon invests the first hundred thousand dollars Colleges and universities are saying that just-in-time, just- delivering the kind of value proposition which students and faculty develop their in Singapore. We started 41 startups in we have to look elsewhere and there’s this that serves a student’s needs on time. ideas. It is often helpful in entrepreneurial the last 10 months. We are really focusing for-me model is a great fear. But there need not be. Instead, So, we said okay, let’s put a curriculum pursuits that students be exposed to a wide on people who are very zealous, and then I ask, “Is there a greater need for learning millennial education together that solves that problem. range of ideas and perspectives. We place move them really fast. My sense is that and knowledge and synthesis of information no limits on how many elective courses if you come here from anywhere, you philosophy. And we Levin — today than there was yesterday? And I in the MBA program the students can have a good shot at creating a start-up That’s what we strive to do here at Stanford almost mean that literally — today versus have to understand take outside the business school. If they company immersed in deep technology. as well. About 20% of our MBAs are dual yesterday. And the answer is “yes.” Talk wish, they can take all of their courses in that and understand degree students while at Stanford. And I Of course, when you are moving so fast, to me about change, and knowledgeable other faculties. The way we enable access think that’s a great thing for the students you need several pieces — the right team, a individuals will say invariably there how to deliver it in a to specialized pursuits is through a great themselves. But it also turned out to be a good financial model, whether the ability to is an increasing pace of change in the deal of flexibility. This flexibility also more flexible way. great thing for the school because those harness the technology. But the idea is that marketplace that equals an increased need makes it attractive for many students to we can move them to bring those elements for education. At the same time, we’ve seen I’m not jumping students then become the glue that brings go beyond taking courses and pursue joint together faster. And sometimes it’s not us, that colleges and universities have failed. on the bandwagon. the campus together. The business students degree programs, which we offer with it’s outside investors. We had a company, It tells me that the delivery system is failing, meet students who are engineers, in medical essentially every other graduate program in just a few months, that achieved a pre- not that the market has less demand. I want to redesign school, law school and humanities and at Yale. Typically, up to 15–16% of our money valuation of more than five million sciences, and education and introduce them students are in joint degree programs with As an entrepreneur, I always start by the the vehicle dollars. But we didn’t see it – the investors to colleagues in the business school. They other programs in our University. It is not nature of opportunity as market driven. saw it, they were Japanese investors. are the connective tissue. Students going surprising that many of the most successful If market demand is increasing and I’m back and forth have turned out to be the key entrepreneurial ventures have emerged Spinelli — having a difficult time surviving, I’ve got in getting the campus more connected. from partnerships between our students I’d say ours is a highly dynamic to look at myself in the mirror. And higher President Stephen Spinelli and faculty and their counterparts in other environment. There are a couple of initial education needs to take a look at itself in Babson College I’ll give you an example from our long- disciplines and schools of the university. questions that I’ve asked myself and my the mirror. If I can say anything to higher range plan. The first initiative that we colleagues. The first is, “What is the nature educational leaders and higher educational launched from our planning processes was It is also important that we give our students of the stress in higher education today”? students, it is to stop thinking about an Institute on human-centered artificial a deep appreciation of the irreducible Is it that we have oversupply? There are a transferring information and data and intelligence. We asked ourselves, how can interconnection of ideas across the various lot of people who believe that. And if you to start creating better problem solvers. machine learning data be used in different subdisciplines of and impart look at the trajectory of demographics, Now, traditional college and university areas: medicine, education, business and an integrated approach to management especially in the United States, you systems – are they capable of that change? so forth? It’s also about thinking through problem solving. This has been a long- see that the traditional-aged student That is a really interesting question but what the societal effects on the future of standing quest at business schools. In population is diminishing. And if you can that’s where entrepreneurship really plays work are. And depending on what the exact the early 90s, I was involved in a very •

60 COLLER VENTURE REVIEW 61 earnest quest at my previous institution to Ninety-five percent of new ventures fail, integrate across management disciplines. and a common reason is not a lack of My experience was that it was difficult to spirit, but a lack of management skills – sustain it because faculty are ultimately a lack of understanding how to turn an idea specialists in their own disciplines and their into a product, a lack of knowledge about proclivity is to view management issues how to actually take a product to market. from their disciplinary lens. And it was So, this is where we decided to focus – only after coming to Yale that I realized that to take entrepreneurs and give them the an integrated curriculum requires both a knowledge as well as practical tools to substantial, ongoing commitment of faculty succeed. We worked very hard to establish to the quest for integration, and a much this connection in our internal ecosystem, larger allocation of faculty resources than between natural capability and tools in delivering a conventional curriculum. which translate from vision to execution. In Yale’s MBA core curriculum, many It’s also worth noting of course that courses are designed from the perspective our ecosystem of entrepreneurship of an important stakeholder or entity, and innovation includes a sizeable such as the customer, the investor, the and hugely connected network of innovator, the competitor, or even the state successful entrepreneurs, accelerators, and the wider society (to mention a few incubators, VCs . These entrepreneurs examples), and specific topics covered in partner nimbly and fluidly with our these courses draw upon various functional students. We are also connected to or disciplinary domains of knowledge. ’s hundreds of incubators and These courses, accordingly, draw upon VCs where most successful ideas get multiple faculty in the teaching of each seed money and start to materialize. course and thus this ‘orthogonal’ design requires a greater commitment of faculty For us, our larger plan, at the University resources than a conventional curriculum level, is to combine together and harmonize would. We believe that this approach serves all entrepreneurship initiatives across all MBA students well, but it is especially all disciplines on campus into one solid ecosystem of entrepreneurship, innovation, important in my view for entrepreneurs Broudo-Mitts — and new venture creation. We have already National University who need to make decisions from the This is all very interesting. I remember perspective of the whole organization brought together our MBA program of Singapore together with our engineering and biomed when I did my studies, finishing in 1990, … I think the ultimate and the competitive context in which the we learned through silos and almost organization takes ideas to the marketplace. programs, with the technology transfer office, with TAU Ventures – Tel Aviv always in the classroom. But it’s different mode of learning will Zviran — University’s incubator and VC, and we now. How do you or your staff look at be experiential … in the As with most leading business schools over strive to create new such collaborations curriculum differently today? How the last 50 years, we centered on the core constantly. We think this is where the future are we institutionalizing new forms of curriculum for our NOC functional areas such as finance, marketing, is and, consequently, we are working hard learning, not just in the classrooms? college students, there accounting and the like. We did this to to bring previously siloed disciplines into Boey — address the market needs of the time, with are no exams. There is no multi and inter-disciplinary new ventures, I think of it as teaching yesterday, learning the addition of course that we had a very prepared together to lead new markets. today, and innovating tomorrow. Today grading. They come back strong track of Management of Information technology makes learning a lot more Technology. About twelve years ago, we Spinelli — with a business plan. We For university-centric collaborations, all powerful than the teachers can teach. But I took stock and conducted a comprehensive of our operations faculties tell us that a key think the ultimate mode of learning will be are focused on helping strategic planning process that examined to increasing efficiency and impact is to experiential. Even for that I feel that sooner our historical strengths and looked ahead them to get moving eliminate redundancy. At least partially than later examinations will have to move to anticipate new opportunities. One as a result of this insight, we are likely aside. It’s one thing to get a lecture and then of the major recommendations was to to see continued consolidation among examine the alternatives. It’s quite another focus on the management of venture, business schools globally, and among to actually get down to it. For example, innovation, and entrepreneurship. Deputy President Freddy Boey business schools seeking to merge and in the curriculum for our NOC college National University of Singapore A core underlying assumption – which integrate with other faculties to gain students, there are no exams. There is no remains to this day – is that you cannot teach differentiation. These will likely bring new grading. They come back with a business someone to become an entrepreneur. Either collaborations to market, new students plan. We are focused on helping them to you have the appropriate instincts and the and, eventually, fundamentally change get moving. In a nutshell, this is how I see character of an entrepreneur, or you do not. the traditional business school landscape. things moving. More hands-on experience But, at the same time, we know that having than anything else. We let the students an entrepreneurial spirit is not enough. explore. I would call it innovative learning. •

62 COLLER VENTURE REVIEW 63 Then there are the skills that are complementary to technology — skills that can’t be automated like leadership skills, communication skills, collaboration skills. These are the ones that will probably have the highest return

Dean Jonathan Levin Graduate School of Business, Stanford University

Tam — we will probably have a unique value I would say this type of experiential proposition, based on our own unique learning will become even more and more sources of competitive differentiation. important. It’s a tremendous experience Spinelli — for a student. And they learn a lot during We will add curriculum, we will add the period, and we can tell the difference instruction, we will add knowledge before and after. The student needs to know at each point where we get stuck. But how to apply the techniques, the efforts, we are considering the idea that, with The technology out there and also in and the theory that they are learning in Graduate School certain students we are instructing, education has developed in such a way that of Business, the classroom in real life. We will continue they almost never have to stop, and as educators we have to be really adaptive. Stanford University to scale up our initiatives in this area. they almost never have to keep going. Levin — Zviran — They get to make decisions as long as You can’t do everything, you have to pick. I think that innovative or experiential there are problems to solve. And they And in that sense, we are focused on learning is almost mandatory in today’s take the problems to a different level, preparing people for what they’ll need environment. The way we are using the and then it is incredibly dynamic. in the longterm, not just what’s the latest board is gone now, especially when we At some level, as long as I’m willing to, thing. That means we want to strengthen talk about entrepreneurship. If we want as long as I have the stomach lining and the way we educate students to be data- to establish a worldwide reputation on the fortitude and the organizational literate; how to use it; and how to interact the one hand, and make sure that our will, I will continue as long as it takes with people who are technologists. graduates succeed, on the other, we need to get the business models that really a combination of several building blocks. Then there are the skills that are work. This includes adjusting along the One is the collaboration with industries. complementary to technology — skills way but also giving more of the choice The other one is experiential learning. that can’t be automated like leadership, and responsibility to the learner. We’re Another one is collaboration with other communication, and collaboration. These taking student-centric to the most absurd schools around campus, especially with are the skills that will probably have the level I can figure out because I want to those with a special focus on engineering highest return. So, in a sense, the need have a real impact. I’m so excited I can and computer sciences. We are expanding to prioritize can lead you to double down barely stand it. I’m not jumping on the our international collaborations as well. on some things that aren’t the latest bandwagon. I want to redesign the vehicle. Because at the end of the day our students thing, but which have renewed value because of what’s going on in the world. understand that, with all due respect Tam — to , we are basically an island, not The MBA degree that we have right now We have picked out a set of topics that we necessarily geographically, but in terms is very different from the MBA degree think are going to be very important for of where the markets are. So, we must we had 24 years ago. The content, the the world and in the University over the understand the ecosystems in other curriculum, the learning experience, next 10 to 20 years: data science, artificial nations. If we can take all of these together, the technology, are all very different. intelligence, the biomedical revolution, •

64 COLLER VENTURE REVIEW 65 the same crucible or cauldron of research- Boey — based scholarship that has shaped American I think of myself as a hatchery. I need higher education for the last several Equally important lots of little fish. I know only some of decades. This has led to the creation of them will hatch. And that’s ok. path-breaking ideas and knowledge that is the culture of the Zviran — have shaped business practice in a profound Even if students fail, they are already way. This influence has given rise to the institution. What familiar with building the team. Maybe American business schools’ extraordinary students pick up in they found the team for the next idea. global prominence, and in turn continues to be a magnet for bright students and terms of ideas and Boey — scholars from every part of the world. The sensibilities both The difference today is that there are needs intellectual predispositions and knowledge that we don’t know. I don’t know when creation of the faculty are reflected in the in and outside the Society 5.0 will come but I have this thought. subject matter we teach in our courses. classroom It can be the right technology at the wrong time, or the right technology at the right Boey — time but with the wrong team. Anything There are also the outside influences. can happen. But I do know one thing. If I Ups and downs. There is always initially don’t encourage them in number, I won’t a lot of hype followed by a period of time, Deputy Dean Anjani Jain eventually get the big fish. So, the last couple that all around the world can be called Yale School of Management, of years in Singapore we strive to produce an “entrepreneurship winter.” And then Yale University good and meaningful numbers; that’s how it comes back in a big way. We’ve seen we try to measure the fruits of our work. this happen more than once already. sustainability and social problem-solving, Yale School of Tam — Broudo-Mitts — Management, bringing people together to solve social I think that success is in bringing research Not many people would say that we were Yale University problems. We selected those topics by from the lab into the real world. And another ever in any kind of entrepreneurship winter. addressing the biggest problems and thing that I would be proud if we can Are we doing something at the student level challenges and opportunities in the accomplish, is if our students go from start- to help them build the resilience that it takes world, and then asking: Where can we up to scale-up. So, these are two dimensions to get through such winters? What are your bring people together from different that we are currently playing with. backgrounds and with different expertise thoughts on that in terms of giving them to really do things that are meaningful? the grit and the resilience to keep going? Broudo-Mitts — Looking forward, how do you Tam — Jain — think your unique ecosystems will Resilience, and building resilience in I find myself resonating quite a lot influence your institution? with what Jon just said and let me offer our students, is always critical. I think we encourage the students to try ideas. Spinelli — perhaps a slightly broader perspective Give them opportunities, provide some We have folks in Boston who are actively based on my pathway into American guidance, and let them know that it is engaged. And we are saying, you can institutions of higher education okay to fail. I think this is a very important be scrambling for grants the rest of from a distant part of the world. mindset for the students. We have to help your life because you are really really I think what makes American schools of them understand that we provide a lot smart or you can create real wealth by management intellectually vibrant and of experience, opportunities for them to understanding what ownership means. tremendously influential around the world try things out. It takes some time but it’s The marketplace needs really smart is that their academic culture is shaped in working out so far, I think for us and them. scientists to be more fully integrated •

66 COLLER VENTURE REVIEW 67 It is not by accident that 400 multinationals have offices in Israel and are looking for new technologies. The question is what we as a university need to do in order to encourage our students to build larger companies, unicorns that will create more jobs in Israel

Dean Moshe Zviran into the capitalist ecosystem. We should be business education. And then, as a nation Coller School of Management, playing a role in that. It’s insanity not to. of only 8 million, an extraordinary culture of innovation that is described as a Start- Levin — up Nation – there is a lot of justification This is a very interesting discussion. for the label. It is quite extraordinary. How the world is changing in terms of the expectations for businesses Zviran — and businesspeople, these changes Thank you. So what we are trying to do have significant consequences for now is expand the ecosystem, where all business schools. We have to be out the critical components respond to each in front because we are shaping the other. We must continue to cultivate and next generation of business leaders. sustain this culture. Say five years down the road, let’s see what more can happen if as a Boey — university we act much more proactively. I think two things are unique to us in Singapore. First is that we already have a Jain — whole reservoir of IT and hi-tech. In our We, in the U.S., especially at this time, Coller School region, Vietnam has an incredible number can’t take anything for granted going of Management, of young entrepreneurs. Some of them are forward. What’s going to sustain this sort Tel Aviv University amazing, high-energy people but they are of magnetism of the university to attract limited in technology whereas we have a talent from all parts of the world will whole reservoir. Our problem is that our be how creative and innovative we will market is thin. At the end of the day we go be, how much new knowledge we will to China or to the U.S., they don’t come create within our institutions, and how here. So, I would say that we train our congenial the broader climate will be for entrepreneurs in managing technology and our graduates to create new enterprises. accessing new markets. And the market Levin — has to be overseas, not in Singapore. Fifty, sixty years ago, we were a regional Zviran — university. When I applied to college One of the major issues in Israel is that we 30 years ago, and came to Stanford, it was have tons of startups looking for an exit. And unusual coming from the East Coast of it is not by accident that 400 multinationals the United States and study on the West have offices in Israel and are looking for new Coast. So much has changed since then. technologies. But the question is, and we are I think about organizational renewal, definitely struggling with it, what do we as a actually, and personal renewal as well. university need to do in order to encourage The point is, if you have things that our students to build larger companies, you’re great at doing, of course you unicorns that will create more jobs in Israel. want to continue to be great at doing Jain — those things, but you should not be Moshe, I should mention that that’s a afraid to try some new things. • tremendous process. I have great admiration for what you have created in Israel – a world- class system of higher education including

68 COLLER VENTURE REVIEW 69 society at large. So, manufacturers must social problems? That’s now a huge part understand deeply the full environmental of the student experience and the school. impact of their supply chains, investment And I think that’s where we are right now. managers must understand their fiduciary Jain — and ethical obligations to stakeholders, Perhaps MIT is the other role model financial institutions and regulatory for many of us. It is such an engine of agencies must know how to manage innovation. And I was thinking that because financial crises when they erupt. of the larger, cultural milieu that you The second aspect of the sensibility is referred to, a lot of our innovative students that the effectiveness of social enterprises and innovators are actually working with the and public sector organizations derives socially more impactful ideas and ventures. from many of the same principles and And, and it’s not surprising that Stanford’s conceptual ideas that make businesses students too gravitated to those ideas. effective. Similarly, profit-driven business Levin — enterprises can and should be a force We’re moving in a direction based on of social good. So leaders in social and what’s going on in the world, which is of governmental sectors also need to acquire course a continuing process. The role the the same rigorous understanding of students can play is not just in starting social both competitive markets and effective ventures, but in guiding large organizations organizations. The work of our faculty or industries or in public leadership. I’m and the research centers of the school, I very excited about this positive evolution. think, reflects both facets of this mission. Broudo-Mitts — Levin — Thank you everyone for your contribution One thing that’s just terrific is that we’re to our first virtual roundtable. We opening up all these really fundamental look forward to further discussions, questions about corporate governance. and thank you for your time. What is the purpose of the corporation? Who should have control in corporations? To have the institution moving in The Hong Kong University Those are questions, of course that of Science and Technology different directions, experimenting, we’ve argued about for a long time, but and taking some risks, is a big weapon. sometimes you see the conversation It’s one of our advantages being in Silicon going dormant for a while and then, for Valley. The mentality here is that it’s whatever reason, with different triggers okay to try some things and maybe not and different circumstances the same have them work out. Because some of questions come back. I think that’s exactly them might really work out and that what students want us to be doing. They can become a really big game changer. want to be able to be successful in their own Broudo-Mitts — lives and feel they’re going to be making We encourage These are all great insights. Any thoughts on important contributions to the world. your business schools’ relationship to social So, how do you do that through a career in the students to try responsibility before we end our roundtable? business? How do you think about issues ideas. Give them Jain — like corporate responsibility, the purpose opportunities, This lies at the very core of our school’s of corporation and, so forth? What are the mission, which is to educate students opportunities for students? We started with provide some for business and society. The mission a very focused purpose of trying to educate guidance, and let reflects both a broader sense of purpose Californians, so that they would stay in for business and the recognition that California and create businesses. And then, them know that the most vexing problems we face on over time, because of Silicon Valley and the it is okay to fail the planet will require the best ideas rise of it in terms of innovation ecosystem from both for-profit and not-for-profit here, the school became very focused on the organizations, from governments as well broad innovation lens and started thinking a lot from the entrepreneurial perspective. as entrepreneurs. First, perhaps obviously, Dean Kar Yan Tam both businesses and policy makers have to How do you do social innovation, social The Hong Kong University think in very careful, comprehensive ways entrepreneurship, or new ventures that of Science and Technology about how a company or institution affects are socially minded or focused on solving

70 COLLER VENTURE REVIEW 71 Biographies

Freddy Boey Anjani Jain Jonathan Levin Stephen Spinelli Kar Yan Tam Moshe Zviran

Deputy President, Deputy Dean, Yale School of Dean, Graduate School of Business, President, Babson College Dean, The Hong Kong University Dean, Coller School of Management, National University of Singapore Management, Yale University Stanford University of Science and Technology Tel Aviv University

Freddy Boey is Deputy President Anjani Jain is Deputy Dean for Jonathan Levin is the Philip H. Stephen Spinelli Jr. is the 14th Kar Yan Tam is Dean of the Hong Moshe Zviran is Dean of the (Innovation & Enterprise) and Academic Programs and Professor Knight Professor and Dean at the President of Babson College. Kong University of Science and Coller School of Management oversees the University’s initiatives in the Practice of Management at Stanford Graduate School of Business. Spinelli spent 14 years at Babson Technology (HKUST) Business at Tel Aviv University and a and activities in innovation, the Yale School of Management. Levin joined Stanford as an Assistant as a faculty member, vice provost School and Chair Professor of Professor of Information Systems. entrepreneurship and research He joined the faculty of the Professor in 2000. He was the for entrepreneurship and global Information Systems, Business He is the Isaac Gilinsky Chair of translation at the National Wharton School of the University Holbrook Working Professor of Price management, and director of the Statistics, and Operations Entrepreneurship, Technology, University of Singapore. of Pennsylvania in 1986 and served Theory and served as Department of Blank Center. Management. He joined HKUST Innovation and Management, and for 26 years before joining Yale. Economics Chair from 2011 to 2014. Business School in 1992 as a founding serves as the Academic Director of An alumnus of NUS, Boey In 2007, Spinelli became president member and served as the dean of the Coller Institute of Venture and was Deputy President and In 1993, Jain became Director of Levin received the American of Philadelphia University. He led the students and associate provost. the Eli Hurvitz Institute for Strategic Provost at Nanyang Technological Wharton’s MBA Program. He Economic Association’s John merger of Philadelphia University Management. Zviran held academic University (NTU) from January served as Vice Dean and Director Bates Clark Medal. He is a fellow and Thomas Jefferson University, Tam is the chairman of the positions at the Naval Postgraduate 2011 to September 2017. From 2004 of Wharton’s Graduate Division of the American Academy of Arts and was named chancellor of the Curriculum Development Council School, California, the Claremont to 2010, he was the Chair of NTU’s and as Vice Dean of Wharton’s and Sciences, a fellow of the new Jefferson in 2017. and the AACSB Asia Pacific Graduate University, California, School of Materials Science and MBA Program for Executives. Econometric Society, a former Advisory Council. He serves on Spinelli co-founded Jiffy Lube and Ben-Gurion University, Israel. Engineering (MSE), during which it Guggenheim Fellow, and the the boards of AACSB and EFMD. Jain has won teaching awards and International and was Chairman became known as one of the world’s winner of several teaching awards. His research interests include taught courses at Hebrew University and CEO of American Oil Change Tam is a member of the Hong foremost and largest MSE schools. entrepreneurship and innovation, in Jerusalem, the Interdisciplinary Levin has consulted widely in Corporation. He has served as a Kong Productivity Council, the information and cyber security, Boey has filed 118 patents. Center in Herzliya, and the Indian the private and public sectors. consultant for several corporations Banking Review Tribunal of the and information systems planning He was conferred Singapore’s School of Business in Hyderabad He was part of the expert group as well as a member of board of Financial Services, the Anti-Money and policy. Zviran has published highest scientific award, the and Mohali. He has served on the that designed the first vaccine advisors. He has co-authored Laundering and Counter-terrorist numerous articles and authored two President’s Science & Technology International Advisory Council of Advanced Market Commitment eight books. Financing Review Tribunal of books in information systems. He Medal, in 2013. He was also awarded the ISB and as its co-area leader in and helped to design the FCC’s the HKSAR, and the Certified Spinelli earned his Ph.D. in has consulted widely for public and Singapore’s Public Administration operations management. broadcast incentive auction. Banker Steering Committee of the economics from The Management private organizations in Israel and Medal (Gold) in 2016. HKIB. He was the President of the Jain holds a B.A. in Physics Levin earned a B.A. in English School, Imperial College, University serves as a board member in several Association of Asia Pacific Business Boey received an honorary and Mathematics from Indore and B.S. in Math from Stanford of London, his MBA from Babson companies and organizations. Schools in 2018. doctorate from Loughborough University in India, an MBA from University, an M.Phil. in Economics College, and his B.A. in economics Prof. Zviran received his B.Sc. University and holds honorary the Indian Institute of Management, from Oxford University, and a from McDaniel College. In 2016, Tam is an information system degree in Mathematics and professorships from the University and a Ph.D. in Operations Research Ph.D. in Economics from M.I.T. he received the honorary degree scholar specializing in fintech Computer Science and his M.Sc. of Indonesia, the Nanjing Postal from UCLA. of Doctor of Letters from Ulster and data analytics. He plays an and Ph.D. degrees in Information and Telecommunication University, University in Northern Ireland. active role in promoting academia- Systems, all from Tel Aviv University, and the Nanjing Technological business collaborations. Israel, in 1979, 1982 and 1988, University. respectively.

72 COLLER VENTURE REVIEW 73