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Bized, May/June 2004 MAY/JUNE 2004 Siemens’ Heinrich von Pierer Leading a Global Powerhouse Down to Business at Corporate U Balancing the Budget—Without Breaking It ContBiezEdnts 32 MAY/JUNE 2004 VOLUME III, ISSUE 4 64 DEPARTMENTS FEATURES 38 6 From the Editors 18 One Man, One Business 32 The B-School at Individual performance is the key Company X 8 Headlines to the success of any company, no More corporations are organizing matter how big, says Heinrich von universities to teach management 50 Technology Pierer, CEO of global giant skills. What can they teach that 54 Your Turn Siemens AG. traditional schools can’t? Bookshelf 56 26 Balancing the 38 Small Schools, Big Payoffs Small-school deans create warm 60 Calendar B-School Budget Shrinking revenues don’t have to communities and strong local ties 62 Classifieds mean sacrificing ambition to the despite constraints on resources. bottom line. Budget planners find a Spotlight 64 variety of creative ways to balance 44 The Next Best Thing a school’s budget while fulfilling its Business simulation software Cover photo: Regina Recht/ mission. revolutionizes the MBA classroom Siemens AG at the University of St. Thomas. BizEd MAY/JUNE 2004 1 Fromthe Editors Groomed for Improvement A woman I know recently attended a self-improvement seminar designed to stimulate extraordinary achievement. In the first class exercise, the teacher asked students to approach the chalkboard, stretch to their limit, and make the highest mark they could. Once they returned to their seats, the teacher commented that most people only thought they were doing their best at any moment. If they really concentrated, they could better their best performance every time. So challenged, each student returned to the black- board, and each made a second mark. In every case, the second mark was higher. The moral of this story, it seems to me, is that all of us can improve, even when we think we’re performing at a high level—but we have to be focused on improving. We have to shake free of our ordinary, everyday distractions. We have to say, “This time, I’m giving this particular job everything I’ve got.” It’s easier for all of us to make that stretch when we’ve received the training that will help us uncover our greatest potential. The mission of business schools, of course, is to groom future business leaders to perform at their very highest levels. But these days, many corporations are also taking it upon themselves to train employees and executives in new skills and techniques. Heinrich von Pierer, CEO of global giant Siemens, is a staunch advocate of devel- oping companywide programs that enhance employee excellence and lead to increased competitiveness for the parent corporation. In “One Man, One Business,” von Pierer discusses Siemens’ top+ program, which allows managers to set personal goals for improving their performance and measure whether or not they’ve succeed- ed. Since bonuses and stock options are tied to improved performance, top execu- tives have even more of an incentive. Worldwide, as we examine in “The B-School at Company X,” more businesses are investing in onsite education through corporate universities. Like Siemens, these companies are looking for a measurable return on their educational invest- ment. They want employees to obtain new knowledge or upgraded skills that will enable them to achieve an even higher mark when they stretch to do their best. With so much emphasis on learning in the workplace, what’s changed for busi- ness schools? In terms of their missions, nothing. Their goal is still to give students a top-notch education that covers all the fundamentals. In terms of their approach- es, potentially plenty. More than ever, they need to offer real-world relevance in the classroom so that students are equipped for the problems they’ll face in the board- room. Business schools also must be prepared to work in concert with corporations to offer lifelong learning options to top managers, whether through their own executive education programs or through corporate university classrooms. Obviously, business schools are already performing at a very high level. But if all deans were to approach the blackboard, one by one, would all be able to leave behind an even higher mark? Iz BILL BASCOM 6 BizEd MAY/JUNE 2004 Headlines Trapnell Named Chief Economy Expansion ten percent for more than two con- Accreditation Officer Forecast for 2004 secutive years, the lowest financing rates in 45 years all superimposed on Jerry Trapnell, dean of the College of Business The U.S. economy has entered a period of a world economy gaining ground, in and Behavioral Science at Clemson sustained growth that should take it greater unison, and capitalizing on University in South Carolina, has through 2005. Individuals will never state-of-the-art technologies have ac- been named the first Chief Accredi- have greater incentives to take own- celerated productivity gains to record tation Officer for AACSB Interna- ership of their health, wealth, and ed- proportions. 2004 is destined to be tional—The Association to Advance ucation, says David Littman, senior the year of maximum dynamic expan- Collegiate Schools of Business. He vice president and chief economist sion in this business cycle,” he says. will retire from the college in July for Comerica Bank and winner of the While he predicts robust housing and assume his new role August 1. 2003 Lawrence R. Klein Award for starts and bolstered automotive sales, Trapnell became dean at Clemson Blue Chip Forecast Accuracy. The he believes employment growth in 1993. During his tenure, he award, determined by the W.P. Carey would be considerably faster without guided the school through the reac- School of Arizona State University in the “daunting impediments” faced creditation process, oversaw a $6.9 Tempe, is given to a member of the by U.S. firms forced to consider million gift for the John E. Walker Blue Chip Economic Indicators benefit costs, health care, pensions, Department of Economics, added panel with the best accuracy record insurance, and requirements put in an academic advising for the preceding year. Littman gave place by OSHA and the Environ- center, and encour- these opinions in a speech on “Re- mental Protective Agency. Even so, aged the formation Establishing Economic Pre-Emi- he feels that “unbridled spending by of a new management nence” at the New York luncheon Washington” is the real long-term information systems honoring his achievement. threat to economic expansion. program. According to Litt- “By saddling our growth engine Trapnell also has man, two years of real with tax and regulatory burdens ... extensive service with GDP expansion are we hand major markets to our foreign AACSB and other behind the U.S. and competitors, nations Trapnell organizations. He another year of supe- whose people seek to currently serves on rior growth lies ahead. get where we were 50 AACSB’s board of directors and was Business spending on years ago,” Littman the 2002–03 board chair. He has capital equipment and also served on numerous AACSB employment growth International peer review teams and both have picked committees. up, largely due to “We are very fortunate to have tax cuts. Jerry with us full time,” says AACSB “In my forecasting president and chief executive officer career, I have never seen John Fernandes. “Our growth in ac- such a confluence of creditation and expansion of member stimulative monetary services worldwide has caused the and fiscal policies. Tax need for a chief accreditation officer. cuts and refunds, federal When I made this decision, with the spending growth averag- board’s support, it was with the intent ing between of recruiting one of the best deans in eight and the industry and one with extensive accreditation experience. Getting Jerry to come to AACSB has ex- ceeded my own lofty expectations.” 8 BizEd MAY/JUNE 2004 “THIS GIFT WILL SUPPORT OUR ABILITY TO CONTINUOUSLY IMPROVE OPERATIONS ON FOUR CONTINENTS WHILE FURTHERING OUR INVESTMENTS IN FACULTY.” —Roy A. Herberger Jr., Thunderbird says. An economy with “fantastically Continental Promotion Group Inc., tently meet the demands of a global mature and promising technology” a global commercial fulfillment busi- economy.” governed by a political group that ness with clients in 26 countries. The School of Business at Carnegie pursues “anti-growth, anti-profit According to Thunderbird Mellon University, Pittsburgh, Pennsyl- policies” produce a model that is President Roy A. Herberger Jr., vania, has received a $55 million “not very ripe for any investment,” “This gift will support our ability donation from Wall Street investor he warns. to continuously improve operations David A. Tepper and his wife, Mar- on four continents while furthering lene. The gift is the largest donation Two Schools Receive our investments in faculty. The to Carnegie Mellon in its 104-year Garvins’ gift also focuses on the history. In recognition of this trans- Substantial Donations importance of attracting outstanding formational gift, the school will be- Thunderbird, The American Graduate School students through scholarships and come the David A. Tepper School of International Business, in Glen- a curriculum designed to consis- of Business at Carnegie Mellon. dale, Arizona, has been given a $60 Tepper is president and founder of million gift by alumnus Samuel S. Appaloosa Management, a $3 billion Garvin and his wife, Rita. In honor Salary Adjustment hedge fund investment firm based in of the gift, the school will be re- Chatham, N.J. named Thunderbird, The Garvin A chart in the article “The Pro- The school will use $5 million of School of International Manage- fessor’s Paycheck” was mislabeled the gift to attract faculty, enhance the ment. Thunderbird officials believe in the March/April 2004 issue of student experience, develop learning this is the largest naming gift ever BizEd.
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