intouch - ivey business school · 2014-09-03 · intouch features 14 steppingup ivey has launched...

A MAGAZINE FOR ALUMNI AND FRIENDS OF THE RICHARD IVEY SCHOOL OF BUSINESS / FALL 2010PUBLICATIONS MAIL AGREEMENT 40015801

Intouch

CelebratingVisionandGenerosityFraser Latta, HBA ’76, is one ofmany Ivey alumniwho arestepping up for the next generation of business leaders.

I N T O U C H F E A T U R E S

14 Stepping UpIvey has launched its largest-ever fundraising campaign to fuel theSchool’s bold strategy. A total investment of $200 million will createan iconic new building, increase student awards, help attract top faculty,and enhance research capability. It’s truly a renaissance.

24 Animal InstinctsWhat is the strange bond between humans and their companionanimals? Can we really share thoughts and feelings with other species?And why do we bother with demanding and expensive pets?Six Ivey alumni reveal their true animal nature.

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“I got Chewy as a rescue dog from the Toronto Humane Society.He was the first dog who was mine, not a family pet. I adorehim more than I ever thought possible.”Sal Sloan, HBA ’03

I N T O U C H D E P A R T M E N T S

09 Left TurnIt’s the dream life for most people.John Hethrington, MBA ’61, rents out hisluxury villa in Puerto Vallarta most of theyear, earning a tidy profit in the process.And for several weeks he and his wife drinkin themagnificent surroundings themselves.

“We have a great product, and it’s a happy timefor the people who come to relax or celebrate a specialevent.We like the idea of being hotel owners—if it’sgood enough for Conrad, it’s good enough for us!”

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03IVEY INTOUCH MAGAZINE | FALL ’10

IntouchEditor in Chief: Kelly Cole

Editorial Board: Bob Beauregard, MBA ’62; Kelly Cole; Terri Garton;Jay Hamilton, HBA ’08; Mark Healy, MBA ’05; Michael Needham,

MBA ’68; Maura Paré, EMBA ’04; Luke Sklar, HBA ’78;RobWay; MaryWeil; Jeff Weiss, HBA ’86, MBA ’91

Editor: Pat Morden, Morden Communications

Creative and Art Direction, Design: Greg Salmela, Aegis (Toronto)

Contributing Writers: Pat Morden; MaxMorden;Mark Healy, MBA ’05; Glenn Yonemitsu, MBA ’89

Production Co-ordinator: Rachel Condie

Research: SarahMcCarthy

Editorial Assistant: Stephanie Libenson

Intouch is published by the Department of Advancementat the Richard Ivey School of Business, The University of

Western Ontario, London, Ontario, Canada, N6A 3K7

Intouch welcomes input from all alumni for lettersto the editor or ideas on themes. Please send all addresschanges to Advancement, Richard Ivey School of Business,

The University of Western Ontario, London, ON, Canada N6A 3K7,via e-mail to [email protected] or over theweb

atwww.ivey.uwo.ca/Alumni/stay-connected/update.htmCopyright 2010—Richard Ivey School of Business.

Reproduction in whole or in part without permission is prohibited.

Advertising Sales and General Inquiries: Rachel Condie,Ivey Advancement, (519) 661-4101

or [email protected]

Cover Photo: Nation Wong

03 | Dean’s MessageFuelling the School’s strategy.

04 | Coffee with ProfessorsOana Branzei and Stewart Thornhill

Life as an academic couple takes patience, but it’sworking out beautifully for Branzei and Thornhill.

06 | Editor’s Note

10 | PassionsAlmost one-third of kids in Quebec don’t makeit through high school by the time they’re 20.

Not good enough, says Jacques Ménard, MBA ’70,and he’s doing something to change it.

30 | Ivey Alumni AssociationHealy on Global Ivey Day, and visits with Jay Switzer, MBA ’83,

Frank Spano, HBA ’04, and Alexa Nick, MBA ’95.Also, meet the recipients of this year’s Ivey

Distinguished Service Award and see what youenjoyed or missed at Homecoming 2010.

38 | Ivey Class NotesWho’s on first, and who’s stealing home

—get all the scoop here.

48 | Case StudyWhat would you do if your new eco-friendly clothingline turned out to be not as friendly as you thought?

�Intouch on the Web

www.ivey.uwo.ca/alumni/intouch/magazine

[email protected]

As I visit alumni to talk about the IveyCampaign for Leadership, I am sometimes askedwhy theSchool needs a capital campaign now.

The answer is simple: we established a strategy in 2005 based on growthwith quality.Growth, given Ivey’s reputation, is easy—it’s the “with quality” bit that requires investment.We have to ensure thatwe have the top facultymembers, student awards, and infrastructureto deliver our teaching programs and expand our research, whilemaintaining the Iveylegacy of excellence.

As youwill read in this issue of Intouch, Ivey’s strategy and the opportunity to supportit are resonatingwith our alumni and friends. Despite a severe economicdownturn in recentyears, we have raisedmore than $155million and are on track to exceed our $200milliongoal for investment in Ivey.

There are two reasons for the exceptional success of theCampaign to date.First, business and government leaders know that for our country to remain competitive ina globalmarketplace, wemust develop a new generation of leaders—women andmenwhohave the skills, capabilities and above all, the character to leadwith success. Ivey is recognizedasCanada’s leadership school.

The second factor ismore personal. As I crisscross the globe, I meetmany alumniwho attribute their business success to the intense and engaging Ivey learning experienceand the people theymet at theSchool. They embrace the opportunity to give backwithvision and generosity.

Whatwill the completion of theCampaign for Leadershipmean to Ivey? That, too,is simple. It will ensure that Ivey continues to be a highly competitive, high quality businessschool—the undisputed leader inCanada and among the best in theworld.

Themagnificent new building rising onWestern’s campus is a symbol of everythingIvey is and aspires to be—a community of excellence that starts within its fourwalls andextends around theworld.

If you have not already done so, ask yourself if the Ivey experiencemade a differencein your life. If so, we need you to step up for the next generation.

Carol Stephenson, O.C., DeanLawrence G. Tapp Chair in Leadership

Dean’sMessage

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04 IVEY INTOUCH MAGAZINE | FALL ’10

Oana Branzei, who grew up in communist Romania, holds a degree in internationalrelations from her home country, an MBA from the University of Nebraska, anda PhD from the University of British Columbia. It was at UBC that shemet herhusband, Stewart Thornhill. Thornhill came of age in a small town in New Brunswickand tried out careers in radio news andmechanical engineering before deciding tobecome a university professor. He holds a BSc in engineering, and anMBA andPhD from UBC. He’s Executive Director of Ivey’s Pierre L. Morrissette Institute forEntrepreneurship. Branzei is a strategy professor with a special interest in thepro-social functions of business.

How did you end up doing what you’re doing?Thornhill: After working for five years as a manufacturing engineer in a tire plant,I was ready for a change. I had started a little venture andmade all the mistakesthat engineers tend to make when they start a business with no business training!While doing myMBA I got a job teaching tutorials for undergraduate finance

students, and that gave me the teaching bug.Branzei:When I started university in Romania, business was a very new andexciting topic. I was fortunate to be one of seven people in the country chosen forthe first student exchanges to the U.S. At the University of Nebraska, everythingabout business was different—I had no experience of marketing or brands orfinance or accounting. My professors were fascinated bymy ability to transitionbetween the two worlds. It soon became clear to me that if I wantedmywork tohave relevance and impact, business was the way to go.

What is your approach to teaching?Branzei: I want the classroom to be an adventure, an experience that engagesthe whole person. I want to inspire my students to figure out what they wouldreally love to do, and to imagine the possibility of making a better world for others.Thornhill: Like Oana, I encourage my students to step away from the traditionalMBA analytical mindset and imagine a different world. As an entrepreneur, you

CoffeeWithProfessorsOanaBranzeiandStewartThornhillIs there an Ivey prof, current or retired, who you’d like to have coffeewith?Send your suggestions to [email protected]


can’t analyze a market that doesn’t exist. Entrepreneurship takes imagination,creativity and intuition.

Oana, did your early experiences in Romania shape your research interests?Branzei: In a sense, yes. Romania had nomarket, no exchange, no supply anddemand as we teach it to our students. I had to imagine business—to create andbelieve in an ideal vision of business. Now when I teach social innovation andsocial enterprise, I draw on that vision of what business could be.

Stewart, what are your hopes for the Pierre L. Morrissette Institutefor Entrepreneurship?Thornhill: I want us to become the gold standard for entrepreneurship educationand research in Canada. If you’re a student looking for a great grounding inentrepreneurship or a policy maker who wants to know how to make life easierfor entrepreneurs, Ivey will be the place to go.

How did youmeet?Thornhill:Wemet at UBC, but I was onmyway out and Oana on the way in. It’s asmall world of management academics in Canada, so our paths continued to cross.Eventually we found ourselves in the same place at the same time. I invited herfor a ride onmymotorbike, and the rest is history.Branzei:Many of our academic friends were advocating for us to get together!Although our backgrounds are very different, both ourmothers are math teachers.Having educators on both sides of the family means that they have an appreciationfor the work—teaching and research are more a calling than a 9-to-5 job.

What are the pros and cons of being an academic couple?Thornhill: It takespatience.Wespent the first four years of ourmarriage indifferent cities.Branzei:We share a lot of the same friends and interests. We probably talk aboutwork too much, but we do understand the ups and downs of academic life.

� www.ivey.uwo.ca/Faculty/Oana_Branzei.htm� www.ivey.uwo.ca/Faculty/Stewart_Thornhill.html

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You’ll notice that there’s a new picture accompanyingthis column. In the spirit of our Animal Instincts feature,I wanted to introduce you to Turco.

Turco is a black lab/huskymix, named bymy kidsto honourMarty Turco, an NHL goalie. Despite his machoname, he’s quite timid and very affectionate. He enjoysrunning on the beach and in the park, and generally takesme along. Turco is a very important member of our family.He reminds us that life is fun and exercise is good. He bringslaughter into our home and teaches us to live in themoment.In the way that only a beloved pet can, he keeps us balanced.

In this issue of Intouch, you’ll read about several Iveyalumswho share a close bondwith their animal companions.For us it’s another fun way of celebrating the diversity of thealumni network, and a reminder that even the most drivenbusiness graduates need to get in touch with their animalside occasionally!

Elsewhere in this issue you’ll read about the Campaignfor Leadership, the largest ever fundraising campaign in thehistory of the Ivey Business School. The Dean’s Messagecreates a wonderful context for the stories that follow.

As you’ll learn, the campaign is aboutmuchmorethan the new building, although that is the most tangibleexpression of Ivey’s bold vision. Our commitment to growthwith quality also calls for investment in student awards,outstanding faculty, and rigorous research.

I hope you will be inspired, as I am, by the generosityof those who have already stepped up. It’s an honour tomeetpeople who care passionately about Ivey, see the futureclearly, and are prepared to invest in it.

Kelly ColeIntouch Editor in [email protected]

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ReadersWrite

Kelly, keep up the good workwith Intouch.A smorgasbord of feedback:

• Ever since the case study began beingincluded, the magazine is muchmorevaluable... Intouch serves as the only lifelonglearning ‘program’ that I have time for.

• Seeing the building in construction andMr. Hariri’s commentarymotivates me towrite a cheque, more so than any letterfrom Advancement!...

• Mymessage to the School is that thereis not enough content—guests, cases,research etc.—from one of Canada’slargest industries—oil and gas.

• The photograph of downtown Calgary onpages 28 & 29 is embarrassingly out of date!

Ajmer Atwal, MBA ’07

I graduated with an HBA in 1951. AlthoughI am going to be 83 next month I still enjoythe articles and pictures in Intouchmagazine.I was thrilled last week to get a call frommygranddaughter Michelle Rigato that she hasbeen accepted to the third year program atIvey. So that means she will graduate in 2012,exactly 61 years after her grandfather.I am so proud of her.

Armand Anthony Belluz, HBA ’51

I read the summer issue of Intouchwith interest,busily reaching for highlighter or pen to marka point or make a note... I was interested thatthe Deanmentioned power in hermessage.When I became the first woman principal of aGrades 9 to 13 school in Toronto, I was dismayedand disturbed by the number of times someonecommented on the “power” I now had. I thinkthey were all men. I didn’t see it that way at all.I recognized that I hadmore clout, althoughwhether I kept or increased it depended onhow I handled things...

The MBA lectures that meant the most to mewere about communication, so little understoodgenerally. I was very impressed by what I readabout Kathleen Slaughter. I was also glad tosee the ‘tip of the hat’ to listening, which isa very underused, often unrecognized talent...

It was a privilege to read somany interviewswith successful leaders and get their slant onwhat is required of leadership.

We can learn somuch by reading obits ofpeople whomade a difference. Every Facultyof Education should impress upon theirstudents a quote from the Sandy Hurst obit,to the effect that students don’t care what youknow until they know that you care.

H. Marie Smibert, HBA ’40

[Ms. Smibert also pointed out that the newIvey Business Review is not Canada’s firststudent business journal. The Quarterly Reviewof Commerce was launched at Western in1937!]

Intouch wants tohear from you.Send us your thoughts on the articles in thisissue of Intouch, or any other ideas you’d liketo share with fellow Ivey alumni. Tell us howwe can improve the magazine. Let us knowwhat’s on your mind. Please send your lettersand e-mails to: [email protected]

7IVEY INTOUCH MAGAZINE | FALL ’10 07

“While there are no foolproof guarantees that peoplewill act ethically,pledges and oaths remind them to aim for the highest professionalstandards. The oaths serve as a reminder for business school graduatesto actwith integrity, prudence and transparency.”Dean Carol Stephenson on PaGaLGuY.com, Indian MBA website, May 31

“Marketers are always looking forways to cut through the clutterand this is oneway. Thismediumgenerates a type of cool forconsumerswho can see themessage.”Professor Matt Thomson on new computer-coded Calvin Klein ads,Postmedia News, July 23

“There are a lot of peoplewhowant to savemoney. Especially duringa recession… It’s a fantasticway to get people to come into a storewithout spending a lot on advertising. This is a foot traffic creationtool…Word ofmouth is themost powerful tool there is.”Professor Raymond Pirouz on advertising service Koopon.ca andits American competitor Groupon Inc., Ottawa Citizen, September 18

“Leaderswhomaybe very good atmanaging human resources ormanaging financial resources aremuch less confident andmaybefeel less competent tomanage technological resources.”Professor Derrick Neufeld on why information systems fail, National Post, May 4

Ivey in theNews

“Strong and courageous leadership canimprove the competitiveness of Canadiancompanies and the resiliency of our economy”Professor Gerard Seijts

A leaderin leadershipIvey reinforced its position as Canada’s leadershipschool through several initiatives this fall.

On September 21, the Ian O. IhnatowyczInstitute for Leadership was launched, with a giftof $3.5 million from Ian Ihnatowycz,MBA ’82 andDr.MartaWiter. A portion of the gift wasmatchedby The University of Western Ontario to create a$5million fund.

The Institute’s mandate is “to secure Ivey’sposition as one of the top ten leadership instituteson a global basis.” It will bring together research,teaching and outreach to demonstrate Ivey’scommitment to and excellence in leadership.

“The quality of leadership helps determine thequantity of success,” Ihnatowycz said inmaking theannouncement. “Ivey has always attracted talentedstudentswith strong leadership aspirations. I believeit is important that their skills as leaders be nurturedand developed, so they’re prepared for the evolvingdemands and challenges that await them.”

The launch event was also marked by thepublication of Leadership on Trial: A Manifesto forLeadership Development. The hard-hitting report,written by Ivey professors Mary Crossan, MBA ’85,PhD ’91, Jeffrey Gandz and Gerard Seijts, exploresthe nature of business leadership in the aftermathof the recent financial crisis.

Leadership on Trial is based on discussions withmore than 300 senior leaders in Canada, the U.S.,the U.K., Europe and Asia, to determine howleadership failed during the crisis and what canbe learned. The report identified five areas whereaction is needed, including more emphasis onvalues, ethics and character development inleadership development.

“There’s an old adage that says we should neverwaste a good crisis,” said Dean Carol Stephenson.“The last worldwide recession forced us to examinethe gap between what we know and feel aboutgood leadership, and what took place.”

The Report’s authors also edited Cross-EnterpriseLeadership: Business Leadership for the Twenty-First Century, published byWiley in September.The book explores how complex business issuescan be integrated, how leaders can use influence,rather than power, effectively, how they can createandmaintain partnerships and resolve conflicts,and how they can develop the capacity to makeand implement decisions in an environment filledwith uncertainty and ambiguity.

“Most managers operate like the traditionalorchestra, waiting to do their written part,” saysCrossan. “But there is no tidy score for businesstoday. Cross-enterprise leadership enables today’sleaders to bemore like a jazz band, improvisingand building on one another.”

Leadership on Trial: AManifesto for Leadership Development andCross-Enterprise Leadership: Business Leadership for the Twenty-First Century can be purchased at� www.ivey.uwo.ca/research/leadership/research/books-and-reports.htm

IveyBuzz

PeterMunkhonoured at BusinessLeader DinnerCanadian entrepreneur and philanthropist PeterMunk received this year’s Ivey Business Leader Awardat a gala dinner on October 20, joining a pantheonof previous honourees.

Munk, whose family escaped from Hungary in 1944,founded Barrick Gold Corporation and HorshamCorporation, which becameTrizec Properties. He alsohelped create TriGranit Development Corporation,one of the leading property developers in CentralEurope. His generous support led to the creation ofthe MunkCentre for International Studies at theUniversity of Toronto, the Peter MunkCardiacCentre,and the Centre for Research, Innovation andTechnology at Technion University in Israel.

Munkwas introduced by The Right HonourableBrian Mulroney.

“Peter, you epitomize themeaning of leadership andthe Ivey values of character, integrity and generosity,”said DinnerCo-Chair TimHockey, EMBA ’97, PresidentandCEO of TDCanada Trust, in presenting the award.“Your life and career are an inspiration for the nextgeneration of business leaders.”

The Business Leader event, organized annually byIAA/Toronto and now in its 20th year, achieved a newlevel of success, raisingmore than $366,000 forscholarships and faculty support at Ivey.

RICHARDBEL

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Ivey in theNews

IveyBuzz

“Environmentalistswill seewe’ve dealt with thewater issues(around the oil sands) as best aswe possibly can. In the nextcouple of years, they’re not going to get leverage off whatwe(in Alberta) are doing. But if the NGOs, theGreenpeaces of theworld, had not done their job, wewould not have the passionI now see in someCEOs inCalgary to solve the problem.”Kim Sturgess, MBA ’84,CEO of Alberta WaterSmart, in The Globe and Mail in July

“If consumers face a row of goods all of which claim to be certified but bydifferent parties, they are not going to spend the time figuring out the bonafides of each... Unless they can trust that the certifying body is indeed anindependent third party, they are just going tomove on to the cheapest brand.”Professor June Cotte on fair trade economics, Montreal Gazette, August 19

“We taught themabout thought processes and skills so they could startquestioning themselves, and in the process they could build some businessknowledge that they could apply to their country.”Melanie Thomas, HBA ’11, candidateon her experience teaching in Moldova as part of the LEADER Project in May

“One of the benefits of creating valueis the opportunity to give back.”Pierre Morrissette, MBA ’72

Morrissette receiveshonorary degreePierre Morrissette, MBA ’72, chairman, CEO and founder of PelmorexMedia Inc., parent company of The Weather Network, received anhonorary Doctor of Laws fromWestern at MBAConvocation on August 27.After serving as President of Telemedia Ventures and Canadian SatelliteCommunications, Morrisette purchased TheWeather Network andMétéoMedia in 1999. Under his direction, the company hasmade weatherbroadcasting into a highly successful national business enterprise.Morrissette is a strong supporter of Ivey’s Institute for Entrepreneurshipand currently serves as co-Chair of the Campaign for Leadership.

“I wanted to do graffiti clean-up because I felt it wouldexpose students to parts of London that they don’t get tosee otherwise—the parts that need our helpmost. Theirefforts did not go unnoticed. Many individuals from thecommunity approached the students to thank them.”Tamar Tepper, MBA ’10

Students clean upIn July, 70 IveyMBA students helped remove graffiti frombuildings in downtown London, contributing to “Graffiti Go,”a graffiti-removal program launched by NeighbourhoodWatchLondon. The initiative was part of the annual student-led volunteerproject, Community Day of Action, organized by Ivey Connects.Ivey Connects is also responsible for student pro bono consultingprojects and other volunteer activities.

“Thank you very much for your good news and sounddecision to help us in providing good education to ourmanagement students. We will process the registrationand use your cases urgently.”Shimels Zewdie, DeanFaculty of Business and Economics, Jimma University, Ethiopia

Cases fordeveloping countriesIn July, Ivey announced that it would make its business casesavailable at no charge to 39 countries with per capita GDP of less than$2,000 per year. The countries include Zimbabwe with an estimatedper capita GDP of $200, Rwanda, with a GDP of $1,000, and Cambodia,with a GDP of $1,900.

“This is definitely a good initiative,” said Elie Chrysostome, AssociateProfessor at the State University of New YorkCollege at Plattsburgh.“Exposure to Ivey cases will give students a good grounding in business,it will help improve the quality of management in companies, and it isalso good for the economy in those countries.” He is originally fromBenin, one of the countries that will benefit.

Ivey is the largest producer of Asian case studies in the world. There aremore than 7,000 cases in the Ivey library and 200 are added each year.

For more buzz, visit � www.ivey.uwo.ca/insideFollow us on Twitter feed “iveybusiness” for all Ivey news

Left Turn

After a long career inmarketing andexecutive recruiting, JohnHethrington,MBA ’61,with hiswifeCarol (neeHunter) nowownandoperate a luxuryfive-bedroomvilla inPuertoVallarta,Mexico. Viva la vidaglamorosa!Made an interesting career “left turn?” Tell us about it! [email protected]

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In 1978 a colleague invited us to visit him at hisvilla in Puerto Vallarta. It was wonderful. The nextsummer I couldn’t take time off, so Carol took theboys to PV for a month. She found a little casitaabove the beach and we bought it. It turned outthat the guy who owned the property next door wasplanning a condo project and our place was to bethe lobby! So we sold it to him for three times whatwe paid, and bought a property down the coast.

We started building in May 1980. By Christmasthe contractor had spent all themoney and the housewas only 60% complete. Carol flew down in January

to run the project and the house was completeby the spring. That’s why it’s called Casa Carole!

It’s a classic Mexican hacienda-style villa,right on the beach. Each bedroom is on a differentlevel and has its own bath and balcony. There’s alarge infinity pool, beautiful gardens, and accessto a secluded sandy beach. The villa is fully staffedwith a cook, houseman and maid.

At first we rented 4 or 9 nights, or whateverwe could get through travel agents. But when weadded up all the unrented “widows” we realized weweremissing a lot of revenue. Now our rates are lower

than other luxury villas, but we insist on Saturday toSaturday bookings. We worked hard on the website:now the Internet generates 80% of our business.

The income is almost better than a pension,and we enjoy the marketing, selling and workingwith guests. It’s also fun to re-decorate andimprove the villa. We have a great product, andit’s a happy time for the people who come torelax or celebrate a special event.

We like the idea of being hotel owners—if it’sgood enough for Conrad, it’s good enough for us!� www.casacarole.com



Passions

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In 2004 I chaired a provincial commission on health-care, and I began to realize that the state of thehealth-care system is really an echo of the health of societyas a whole. Unless we want our country to turn intoone big hospital, we have to address the root causes.And there is nomore important lever for economicandpersonal health anddevelopment thaneducation.

In Quebec, almost one-third of kids don’tmake it through high school by the time they’re 20.That’s a social tragedy, and also an economic one.A single cohort of dropouts is estimated to cost theQuebec economy $1.8 billion.

In 2008 I pulled together a taskforce ofcitizens to look at this issue, based on the age-oldAfrican saying that it takes a village to raise a child.With the generous help of McKinsey, we produceda report, Knowledge is Power. I knew that noteverybody would get through the report, so Idecided to write a small book that you could readin the bathtub. More than 20,000 copies of Beyondthe Numbers: A Matter of the Heart have beendistributed since it was published.

It takes time to solve big issues like this one,but there are positive signs. For example, a student

at Concordia created Youth Fusion, a not-for-profitthat matches university students with groups ofhigh school students in inner city schools. In someschools, absenteeism has dropped bymore than35%. That’s real social innovation.

We can’t solve problems the way we did inmy generation ormy parents’ generation. We can’tjust throwmoney at problems. We all have a role toplay in contributing to the public agenda. It comesdown to one fundamental question—what do wereally care about?

KeepingKids inSchool: JacquesMénard,MBA ’70,believes that education is thekey toCanada’s futureTell us about your passions! Email [email protected]


“The curriculumgives the students an opportunity to speakup ontheir own. They are taught how to really thinkabout business in depthand thiswill better prepare them for launching into their careers.”Daneen Krinke, MBA ’10, on her experience teaching as part ofIvey’s China Teaching Project in May

“I judge the success of a class if at the end of the day two things happen:I see the light go on and learning is taking place in an environmentwhere bothmyself and the students are having a lot of fun.”Professor Steve Foerster on being a business educator, Financial Post , September 7

IveyBuzz

Ivey in theNews

“Our activity levels are falling while our caloricintakes are rising. ”Professor David Sparling, Agri-Food Innovation and Regulation Chair

Food for thoughtIn August, Ivey released a new report calling for a Canadian FoodStrategy that addresses the health of Canadians and the healthopportunities for the agri-food industry. “Increasing incidence ofchronic disease and skyrocketing health care costs threaten tooverwhelm provincial budgets,” says David Sparling, Chair ofAgri-Food Innovation and Regulation, arguing that policy, industryand social strategies could help to stem the tide.

The report grew out of a policy workshop held earlier this year thatbrought together policy-makers fromhealth and agriculture, researchers,industry leaders and students. Among the recommendations:Canadians should shift their thinking beyond single nutrients tooverall diets; consumers should be given good information to makehealthy food decisions; healthy food should bemore accessible;and health and business strategies should be linked.

� www.ivey.uwo.ca/agri-food

“While there are systemic challenges limiting theefficiency and effectiveness of our health care system,the potential for improvement is enormous.”Dr. Anne Snowdon, adjunct faculty memberIvey Centre for Health Innovation and Leadership

Breaking down barriersto health care innovationA recent white paper issued by Ivey Centre for Health Innovationand Leadership says the sustainability of health care in Canadais directly tied to its ability to adopt and integrate innovations.The paper includes three key recommendations:

• Grow the innovation leadership capacity through education,skills development and team building across the system.Every health institution should make someone responsiblefor innovation.

• Build momentum for innovation by starting with smallprojects first—“learn early and fail cheap.”

• Create a culture across the health system that focuses ondeveloping and adopting ideas and innovations, not justcreating new knowledge.

Based on the results of its inaugural Global Health InnovationConference in 2009, the Centre has identified four key areas of focus:

• Financial drivers to innovation and sustainability

• Health leadership and building a culture of innovation

• Medical devices innovation

• Health information technology innovation and adoption

This year’s conference will be held in late November.To learn more, visitwww.ivey.uwo.ca/ichil

For more buzz, visit � www.ivey.uwo.ca/insideFollow us on Twitter feed “iveybusiness” for all Ivey news

“Case teaching allows academia to be relevant.”Professor Ariff Kachra, PhD ’01, Director of India Development

Cases for IndiaTo help build a stock of business cases focused on Indianbusinesses, the Indian School of Business recently hosted itsfirst India-wide case writing competition with support from Ivey.Professors Paul Beamish, HBA ’76, PhD ’85, Ariff Kachra andDavid Sharp were among the judges. To encourage participation,ISB offered two-hour info sessions in New Delhi, Mumbai, andBangalore in May and June, led by Kachra. When asked how to winthe competition, he replied, “Take a best seller and replace it!”

“There is now little ammunition, both politically andeconomically, formonetary and fiscal policies to save theday if the financial rescue packages and increased liquidityof the past couple of years do not produce the necessarymultipliers to get the economygoing.”Professor George Athanassakos on the stability of economicsfollowing the recession, The Globe and Mail, July 19

Peter Scheyen, Ivey’s Chief TechnologyOfficer, holds a BSc and MSc in computerscience from The University of WesternOntario. Before joining Ivey in September2009, he served as Vice President,Engineering at Comcast.

In the early stages of design Ivey facultymembers worked with the architect toexplain what was needed for Ivey’s wayof teaching. Similarly, IT has been involvedin planning the technology infrastructure.People take it for granted that you push thisbutton and the image appears, but a lotgoes on behind the scenes. The miles ofcables behind the walls all had to be

planned before the concrete was poured.I hear a lot of schools talking about

how they can use technology to remove theprofessor from the classroom. That’s notthe Ivey pedagogy. Business is a humanendeavour, leadership is a human endeavour.We want technology to enhance the teachingexperience—to extend conversations outsidethe classroom, to improve collaborationfor people who can’t be in the same room,to enable more use of multimedia andwebcasting, to do more of what wealready do so well.

Our classrooms will be fully HD anddigital. They will have multiple screens andprojectors, so that professors can integrate

Building theFutureHowthenewbuildingwill support leading-edge technology

Check out progress on construction at �www.ivey.uwo.ca/newbuilding

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Ivey has always focused on rigorous research rooted in real-world problemswith important implications for managers. Here’s a sampler of some ofthe new knowledge created at Ivey in recent months. To learn more, visit� www.ivey.uwo.ca/alumni/intouch/research

CreatingKnowledge

Bad rap for oil?

Okay, everybody loves to hate BP, but is big oilreally as evil as it’s painted? Yes and no, is theanswer according to a study of 98 oil and gasfirms completed at Ivey. Turns outmost seriousoperational controversies are down to the largestnon-state-owned producers in theworld. But otherenergy companies aremaking improvements.

Glassceilingsandmid-levelbottlenecksYou can’t burst through the glass ceiling if you’restuck in amid-level bottleneck. That’s one findingfromProfessor Alison Konrad’s research on raceand gender discrimination in theworkplace.And visibleminoritymen also face significantchallenges inmoving ahead.

Green forgreenA study by Professor Rob Klassen shows thatcompanieswith good environmentalmanagementsee significant financial returns. Investments inpollution control and prevention are neutral,Klassen found. “The strong evidence across differentindustries,” he says, “is that investing in training,monitoring and auditingmade a big difference.”

Get the swing right firstThat’s the advice of ProfessorGerardSeitjswhen it comes to theway companies develop theiremployees andmake change. He recommendsthatmanagers set learning goals rather thanperformance goals when individuals are workingon complex tasks. It’s like learning to play golf—youfocus on the basics before you start counting strokes.

Taking the long viewThe Alberta oil sands are not an obvious placeto look for lessons on sustainability, but ProfessorTima Bansal and PhDstudent Natalie Slawinskirecently did just that. They explored how companiesbalance short-term and long-term goals with a focuson climate change. Among their recommendations:managers should embrace uncertainty, acceptshort-term pain for long-term gain, adopt a strongvision, and take time to understand the issues.

The business of healthWith health care inCanada accounting for 12%ofGDP, it’s big business. ProfessorMurray Bryantsays that’s why health leaders can learn from theirbusiness counterparts. “Inmy view, the currentgrowth in health care spending isn’t sustainable,and therefore we have tomake sure thatwe findbusiness practices that can aid the delivery of care.”

Curiouser and curiouser

ProfessorCraig Dunbar is an expert on InitialPublicOfferings, important events in the life of acompany and in the lives ofmany investors. Dunbarsays IPOs are “curious” investments becausethey are invariably under-priced. Dunbar is alsointerested in what happenswhen an IPO fails.

video easily. The meeting and breakoutrooms will have video displays, sostudents can plug in their laptops andput their work up on a screen. (Oh,and there’ll be whiteboards too.) Useof technology in the current buildingis focused on the teaching side. In thenew building, it will also be there onthe learning side.

Our goal is to deliver the currentpedagogy but ensure that it works moreseamlessly. With technology, as witharchitectural design, little things canmake a big difference. We want to findthe little things we can do to providean even better learning experience.


SteppingUp

The Campaign for Leadershipwill result in a $200 millioninvestment in Ivey. Already,more than $155 million hasbeen committed.

Close your eyes and imagine an historian50 years from now, sitting down to recordthe evolution of the Ivey BusinessSchool.Chances are, she would see 2010 as apivotal moment in the School’s history.

“In September of that year,”she might write (if people still writein 2060!), “the School celebrated theofficial launch of the Ivey Campaign forLeadership—an outward sign of Ivey’srenewed commitment to leadership inbusiness education. With strong supportfrom Ivey alumni, the School investedmore than $200 million to expand itsresearch and teaching activities, and tocreate the iconic building that is nowconsidered a masterpiece of early 21stcentury architecture. The Campaign

was a remarkable achievement and itsimpact went far to re-assert Ivey’s placeas the premier business school in Canadaand one of the top schools in the world.”

The historian might go on todescribe research triumphs, namefamous alumni, and chronicleinternational expansion.

Of course, it’s impossible toknow exactly what the world will looklike 50 years from now. But the womenand men involved in Ivey’s Campaignfor Leadership believe passionately thatthe School is on its way to a long andbrilliant future. “Ivey will continue toforge a cutting-edge global reputation,”says Ivey Advisory Board Chair ArkadiKuhlmann, HBA ’71, MBA ’72. “There’s

no reason why it couldn’t be one of thetop ten business schools in the world.”

The Campaign, which hasalready raised more than $155 millionin tough economic times, grew out ofwhat Kuhlmann calls a renaissance atthe School. New leadership, a renewedfaculty cohort, and a growing body ofoutstanding students all pointed theway to the future. At the same time, theSchool faced an ever more competitivemarket for business education. “WhenI went to the School in 1984, it was theonly place in Canada where top studentsapplied,” says Joe Shlesinger, MBA ’86.“That’s changed. Ivey was smart to stickto what it did well—the case method andthe intensive class experience—but now

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WHAT’S IN A NAME: Richard W. Ivey, HBA ’72, son and grandson of twokey players in the School's history, is committed to seeing Ivey thrive.


it’s time to take a major step forward.”Shlesinger is co-chairing

the campaign with Kuhlmannand Pierre Morrissette, MBA ’72.In 2007, Morrissette made a generouscontribution to establish the Pierre L.Morrissette Institute for Entrepreneur-ship at Ivey. “I would like to thinkthat Ivey is becoming the go-to placefor entrepreneurship education inCanada,” says Morrissette. “It’s anarea where Ivey is and can continueto be a leader. And when you considerthat 60% of the economy is driven byentrepreneurship, that’s a significantcontribution to Canada’s prosperity.”

The three co-Chairs head apowerful Campaign Cabinet (see ad

on inside back cover) that includesbusiness leaders from acrossCanada and around the world.Sylvia Chrominska, HBA ’75, GroupHead, Global Human Resources andCommunications, Scotiabank, isone of those who is contributingher energy and networks. “Given theintellectual capital that Ivey produces,I think it’s important that it be housedin a state-of-the-art building,”she says. “Clearly, the way studentslearn today is very different fromthe way we learned 35 years ago.”

The new building, designedby renowned architect Siamak Hariri,replaces a facility that dates from the1950s. Funding is coming from three

sources—government (both federaland provincial), The University ofWestern Ontario, and private donations.Already under construction, the firstphase of the building will be completeby March 2011.

The building is just one partof a much larger vision. “Ivey needsto get back to being the clear leader,”Shlesinger says. “That means a wholepackage—building, faculty recruitment,research, and student awards.”TheCampaign will support the creation ofchairs and professor-ships, createadditional student awards for HBA,MBA and PhD students, and fundmore ground-breaking research inthe School’s research centres.

ING DIRECT, for example,chose to create a Chair in Financewith its gift to the Campaign. “Moneyis the way to fuel the economy,” saysKuhlmann. “We have to find new waysto think about raising and managingmoney. At ING we want to encouragethe exploration of fundamentalquestions and new ideas.”Scotiabank,on the other hand, made a donationto create the high-value ScotiabankLeadership Awards. “Sometimes greatstudents end up choosing anotherschool because they can’t afford Ivey,”says Chrominska, who has personallyfunded a scholarship for women inthe MBA program. “Student awardshelp the School attract the very best.”


The Richard M. Ivey Family,long-time supporters of the School,contributed in several ways. TheIvey Challenge Fund supports theSchool’s endowment fund andencourages other donors to do thesame. “Unrestricted endowment isoften the most valuable funding aninstitution has,” says Richard W. Ivey,HBA ’72, son and grandson of two keyplayers in Ivey’s history. “The leaderscan determine what the highestpriorities are and use the money forthose purposes.” The Campaign forLeadership will increase Ivey’sendowment fund by $50 million.

The Ivey Family haschampioned environmental causes

for more than 35 years. Richard’sfather, Dick, made a major gift tothe campaign to ensure that the newbuilding achieves gold certificationunder the Leadership in Energy andEnvironmental Design (LEED) program.“One tends to want to stand behindan outstanding institution that bearsyour name,” says Richard. “TheSchool operates in a very competitiveenvironment: we want to ensure thatit continues to aspire to excellence ineverything it does.”

These are just a few examplesof the gifts already received by theCampaign. At the launch inSeptember,the School celebrated more than 120donors who had provided gifts of

$100,000 or more, including 20gifts at $1 million or more. (Someare profiled in this issue of Intouch,starting on page 18. Others will beprofiled in coming issues.)

Shlesinger isn’t surprisedthat the Campaign is off to such a faststart. “This is about setting our sightshigh,” he says. “Alumni understandand get excited about that. They seethe School’s vision as something thathas lasting value for the whole country,so they’re stepping up.”

He and many other alumniare also driven by a sense of gratitudefor the Ivey experience. “For me theSchool’s impact on my life and careerwas just incredible. I’d like others

to have a similarly life-changingexperience.” Chrominska agrees.“Ivey was pivotal in my learningand my career success, so I feel anobligation to ensure the Schoolcontinues to lead. At the same time,I find it personally very satisfying tosee young people succeed.”

Kuhlmann says alumnicommitment is what has driven theCampaign to this point and what willsee it to completion. “Alumni believethat Ivey is a winner and can competeon the world stage. And alumni are thecatalysts that will make it all happen.”

CELEBRATING EXCELLENCE: On September 21, donors and special guestsgathered in Toronto to mark the public launch of the Campaign for Leadership.THIS PAGE (CLOCKWISE FROM TOP LEFT): Campaign co-Chairs Pierre Morrissette, MBA ’72and Joe Shlesinger, MBA ’86; Scholarship recipient Beth Cole, MBA ’10; CampaignCabinet member Gilles Lamoureux, MBA ’66; and Dean Carol StephensonOPPOSITE: Campaign co-Chair Arkadi Kuhlmann, HBA ’71, MBA ’72


Among other definitions, the OxfordDictionary defines philanthropy as“practical benevolence.” What awonderful concept! Not impracticalbenevolence—essentiallyan unthinkingresponse to an emotional appeal—buta thoughtful, strategic approach thatensures gifts of time and money areinvested wisely and ROI is maximized.

Practical benevolence iswhat the IveyCampaign for Leadershipis all about. It’s about building on atradition of excellence and strivingtoward a vision of the future. Thewomen and men who have madesignificant contributions to theCampaign are powerful businesspeople who understand what it takesto succeed in a competitive market,and what it means to give back.They are unique and fascinatingindividuals, with a diverse array ofbusiness experiences. What theyall share is a commitment to theIvey Business School.

Fraser Latta, HBA ’76, President,Jenal Investments Inc.Fraser Latta spent his high school yearsin Venezuela, where his fatherworkedfor Firestone. After Ivey he joined theinternational division ofTDBank, andthenmoved into investment banking.In 1989 he joinedCottCorporation.During his tenure asChief Operating

Officer the company grew to be the fourthlargest soft drink company in theworld,with operations inmore than 60 countries.In 2002 Latta established his owninvestment company. He served as amember of the NewBuildingTask Force,and he and hiswife Heather contributed$500,000 to theCampaign for Leadershipto support the new Ivey building.

What were the most importantthings you learned at Ivey?“More than anything else,a disciplined, rigorous way ofapproaching problems, opportunitiesand issues. I also developed a broadunderstanding of the basics ofvarious business disciplines. Thecase method makes it much easierto learn and remember than readinga textbook or being lectured to!”

What are your proudestprofessional achievements?“I joined Cott when it was a very smallcompany, basically bankrupt. We grewit to be a real Canadian success story,taking it from a small regional bottlerto a very large international company.Cott went from a $10 million marketcap to a $3 billion market cap in justfour years. It was an exciting time.”

Why did you give to theCampaign for Leadership?“I reconnected with Ivey when my twodaughters attended the HBA program.It made me realize that if I was applyingnow, I probably wouldn’t get in!

I could see that the existingbuilding was too small and didn’thave the technology infrastructure todeliver the very best product to

students. I got involved with the NewBuilding Task Force, which was taskedwith defining a vision for the buildingthat would deliver the Ivey experienceand then finding an architect to turnit into a bricks-and-mortar reality.

Ivey had a positive impact onmy life, and a positive impact on mydaughters’ lives. We believe in givingback. We benefited from the generosityof previous generations, which madeit possible for us to have the Iveyexperience, and we’re repaying thefavour to future generations.”

What are your hopes forthe future of Ivey?“I see the School as a world leader

in business education. The buildingwill help to attract the brighteststudents and professors, and helpIvey retain its preeminent position asa leading global business school.”

Jeff Orr, HBA ’81, President andCEO,Power Financial CorporationOrr spent the summer between thirdand fourth yearworking at RichardsonGreenshields, and decided investmentbankingwas his future. He spent 20 yearswith Nesbitt Thompson and BMONesbittBurns, ultimately serving asChairmanandCEO. He joined InvestorsGroup in2001, and tookon his current positionin 2005. Power Financial Corporation,Great-West Life, London Life &CanadaLife have jointly pledged $1.3million to

PhilanthropyDefinedDonors to the Campaign forLeadership talk about their reasonsfor supporting Ivey.

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theCampaign for Leadership, to supportthe building and Ivey’s highest priorities.

What were the most importantthings you learned at Ivey?“Ivey teaches you how to think,how to tackle and solve problems.It teaches you that you can’t doeverything on your own—that if youdon’t work in teams, you’re going tohit the wall. It gives you a taste of theintensity of business life. People comeout of Ivey with more confidence thanthose in a more academicschool.”

What are your proudestcareer achievements?“I’ve been fortunate to work withfantastic companies throughout my

career. I get great satisfaction fromlooking back and seeing where abusiness was five years earlier andhow it has grown and become strongerin that time. The other thrill for me isto watch people step up to the nextlevel in their careers, and prosper.”

Why did you give to theCampaign for Leadership?“As a corporate citizen and as anindividual, it’s important to give back.Our group believes that education is acritical part of the future of our country.We are very interested in supportinggreat educational institutions that arefocused on business and other skills.”

Beyond your work and Ivey,what are your passions?“I have many interests, startingwith my family and my community.For example, I just served as Chair ofCentraide (the United Way) campaignin Montreal and I was involved withUnited Way for many years inToronto.”

What are your hopes forthe future of Ivey?“Ivey is one of a very small numberof institutions in Canada that canaspire to be competitive on a globalbasis. Canada needs some beacons—institutions that stand out, thatpeople take pride in and want to bepart of. There’s a momentum that

comes from being in a leadershipposition. Ivey can aspire to leadership,and that excites me.”

Brian Heald,MBA ’85,Managing Director, CIBCWorldMarketsRegina native Brian Heald did anundergraduate degree in geologicalengineering and anMSc in geotechnicalengineering. Graduating into a recessionin the early 1990s, he decided to pursuehis interest in finance and economicsat Ivey. After graduation, he joinedGulfCanada in corporate planning and finance,and thenmoved to Nesbitt Thompson andlater HSBC. In 2000, Heald joinedCIBCWorldMarkets. Healdmade a gift of$250,000, whichwasmatched by the IveyFamilyChallenge to create the $500,000Brian D. Heald Endowment at Ivey.

POP KING: Fraser Latta, HBA ’76, made Cott into an international success. Now he’s helping to build a new home for Ivey.


What were the most importantthings you learned at Ivey?“Ivey opened my eyes to the rangeof opportunities in business. In myworld you have to have strong coreskills in finance and economics, andIvey has a very high standard in thatregard. But in addition, what you get atIvey that I don’t think you necessarilyget at every other business school isthe strategic thinking, managementand leadership component. It’s acombination of great faculty, the casestudy approach, and the experiencelevel of the students.

What do you enjoy about your job?“Investment banking is a dynamic,fast-moving business. It changesevery day as market conditions change.It’s very competitive, and alwayschallenging. I enjoy getting out withclients, understanding theirbusinessesand finding ways to add value.”

Why did you give to theCampaign for Leadership?“I support all three universitiesI attended. As time goes on, I’veunderstood the real value of myeducation and how important it wasto my career. I see the Campaign forLeadership as an opportunity to giveback, to help those who are comingbehind me, to help universities inan era when funding is much morechallenging than it was in my day.”

“I’ve chosen to create anendowment. The funds will bepermanently invested and the earnedincome will be used for the School’s

highest priorities. I feel that theleadership of the School knows wherethe needs are and must have someflexibility to respond.”

Beyond your work and Ivey,what are your passions?“My family, sailing, hockey, politics.It’s easy to be critical of our politiciansand our political process, yet if youdon’t make the effort to participatein the process and help bring aboutchange, it doesn’t improve.”

What are your hopes forthe future of Ivey?“The world is a smaller place allthe time. We are fortunate in Canadato have the kind of expertise andexcellence that Ivey has alwaysmaintained. I’d like to see Iveycontinue to broaden its reputationand reach globally.”

SimonCua, EMBA ’05 (Hong Kong),Managing Director,Linkz Industries LimitedSimonCua’s business career followed thetrajectory of theChinese economysincethe introduction of theOpenDoor policyin the early 1980s. Linkz is a company thatmanufactures networkingwire and cablein southChina and exports it worldwide.Cua has been part of the company formore than 25 years. He gave $100,000 totheCampaign for Leadership to supportthe new Ivey building.

What were the most importantthings you gained from Ivey?“After many, many years in operationsand management, I needed to rechargemyself, to do some thinking outsidethe box. I’ve always tried to gather

ideas from people within my industry,but it was helpful to share experienceswith people from other industries.The program exposed me to differentclassmates from different countriesand I saw how they view China.”

“The case study methodis a whole different ballgame fromtraditional study. I learned from thecase studies, and I also learned a lotfrom the different perspectives ofmy classmates. In fact, I have hiredseveral of my classmates!”

Why did you give to theCampaign for Leadership?“I remember the current building fromwhen we were there many years ago

during our London residency. Ivey staffmember Cathy Vitkauskas explainedto me that with new technologies andmethodologies, Ivey needs a newbuilding to facilitate teaching.

“I believe it’s very importantfor Hong Kong alumni to give back,even though we’re thousands ofmiles away. This new building will bea Mecca, not only for Canadian alumnibut for alumni anywhere in the world.Although Hong Kong is far away, onceyou get those alums together, they’rea very strong force!”

What are your hopes forthe future of Ivey?“The world is flat.Asbusinessbecomes

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increasingly global, I’d like to see theSchool spend more resources in Asia,because a lot of industries in Asiacould benefit from what Ivey offers.And they could reciprocate too. Thereare still lots of executives here whoneed to learn more about business.”

JohnSchumacher,MBA ’84,CEO, EastCoast FundManagement Inc.Schumacher completed a degree inlaw at the University of Toronto beforeenrolling at Ivey for hisMBA. After Ivey,he became a foreign exchange traderatTDBank. He gradually tookonmoresenior roles, rising to Vice-ChairmanTDSecurities, and then headingCitibankCanada’sCanadian trading operations.He joinedScotiabank in 1997, serving as

co-CEO ofScotiaCapital until 2008when he left to start EastCoast.Schumachermade amajor unrestrictedgift to theCampaign for Leadership.

What were the most importantthings you learned at Ivey?“I learned a lot about working hard,being reliable, and doing things ontime. I came out with a new levelof confidence—I didn’t know whatI was going to do but I knew Iveyhad prepared me to solve problems,and manage situations and people.The process of defining the problem,choosing decision criteria, developingalternatives, and making a decision—that never goes away. And of

course, I learned the importance ofworking in teams.”

What are your proudest careerachievements?“I’m proud of what we’ve achievedat East Coast after 18 months. Wehave an offering memorandum, somehigh net worth money, and we’retrading and operating. I’m in chargeof trading, and I’m also in charge ofordering the pencils and post-its!”

Why did you give to theCampaign for Leadership?“At the bank I started being involvedwhen Ivey came on fundraising calls.It got me thinking about how central

my Ivey education was to a lot ofthings that happened in my life.I realized I should start doingsomething for the School.

“I made my gift unrestrictedbecause I’m not a micro-manager. Idon’t pretend to know what the needsare around the School, but Carol does.The most important thing was to givesomething back to the School, not tomake it a tribute to myself.”

Aside from your work and Ivey,what are your passions?“Myfamilyand the cause ofattachmentdisorder, which has touched myfamily. Attachment disorder refers toproblems that occur when children

THE WORLD IS FLAT: Simon Cua, EMBA ’05, supports Ivey's international ambitions and its home base


don’t get enough care and attentionin the early years of life. We thinkthere are a lot of people out there whomay have this issue. We started upthe Attachment Association of Canadaand funded it through our familyfoundation, to educate people aboutthedisorderandtrain therapists.”

What are your hopes forthe future of Ivey?“I would like to see the Schoolcontinue to think outside the box andbe innovative. And I hope that Ivey willcontinue to attract the best and thebrightest, regardless of financial status.High qualityhighereducationshouldn’tbe the province of rich kids only.”

David Kassie,MBA ’79,GroupChairman, CanaccordGenuitySusanHarris,MBA ’82,CEO, ExecutiveCoachingAssociatesDavid Kassie grew up inMontreal, andcompleted a BCommatMcGill beforeenrolling at Ivey. HeworkedwithWoodGundy andCIBCWorldMarkets, wherehe served asChairman andCEO. Hewasa founding partner, Chairman andCEOofGenuityCapitalMarkets, a start-upinvestment bank thatwas purchased byCannacord in2010.SusanHarris completedaMasters inSocialWorkand practicedas a social worker before doing herMBA.Shewent on to a career in business,ultimately serving as vice presidentwithMDSDiagnosticServices, and thenestablished her own coaching business.David andSusan contributed $500,000to support Ivey’sToronto campus.

What were the most importantthings you learned at Ivey?David:“That there are no rightanswers,just better answers. Ultimately, it’s

about getting as much informationas possible and then having to makereal-time decisions and judgements.That and the relationships I developedat Ivey are the most outstandingaspects of my time at the school.”Susan: “For me Ivey was about beingable to integrate into a world that wasvery unfamiliar to me. I was a socialworker with a bunch of engineers andcommerce guys, so I learned a lotabout adaptation and flexibility.”

What are your proudestcareer achievements?David: “During my last seven or eightyears at CIBCWorld Markets we grewthe business substantially, becamethe market leader, and had someoutstanding financial results. Genuitywas a start-up. We built a reasonablygood franchise with a high-end cachet,and created a lot of value for thepartners in a five-year period.”Susan: “Over the past 14 years I’veworked with close to 200 individualsin 50 organizations, and I feel I’ve lefta positive impact on their workingand emotional lives. It doesn’t soundmonumental, but for me knowingthat I’ve touched people’s lives andhelped them to be more productiveis very satisfying.”

Why did you give to theCampaign for Leadership?David: “As a member of the IveyAdvisory Board, I’m very aware ofwhat theSchool is trying to accomplish.And I have always appreciated theeducation I received, and the

opportunity it provided me from acareer perspective. I wanted to givesomething back.”Susan: “We supported the Torontocampus because we saw it as beingstrategically important to Ivey to haveas much profile as possible in Toronto,the largest business centre in Canada.It’s a great marketing opportunity forthe School, and it makes sense tohave executive programs where themajority of executives are.”

Apart from your work and Ivey,what are your passions?Susan: “Our daughters, Carolineand Emily. Caroline is at the Universityof Pennsylvania and Emily attends

Browne University. I love the artsand I love politics. And my husband,of course!”David: “I’m also involved with theboards of Sick Kids Hospital and theToronto International Film Festival.The common theme for me is world-class institutions based in Canada.I think each one of them is as goodas any in the world.”

WilliamShurniak, Emeritusmember,IveyAdvisory Board, formermemberAsia Advisory Board, former Executivein ResidenceBill Shurniakgrew up inSaskatchewanand startedworkas a teller atCIBC.Hemoved through the ranks, eventually

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moving to Jamaica asmanager of thebank’s operations there. In 1974 hewastransferred to Hong Kong. In 1984, afterreturning to head office inToronto, hewas offered a jobwith theCheung Kong(Holdings) Limited group of companies inHong Kong. He retired in 1997 but remainson the boards of several companies.

How did you becomeconnected to Ivey?“It started years ago when ProfessorPaul Beamish was a doctoral student.I was asked to meet with him becausehe needed to talk to somebodywith practical experience workingoverseas. We hit it off right away,and that led to a friendship that haslasted to this day.”

You were a strong supporterwhen Ivey established itsHong Kong campus. Why?“When Paul told me that the Schoolwas considering the possibility ofestablishing some form of ExecutiveMBA in Hong Kong, I said, ‘If you’regoing to do it, do it properly.’ Therewere a lot of universities coming intoHong Kong from various countries,offering programs on a part-timebasis, primarily by correspondence.I’m delighted that Ivey chose toestablish a campus in Hong Kongand that the School is doing well,having established an excellentreputation in the region.”

What made you successful ininternational business?“You know, there are somedifferences but business is businesswherever you work. The biggestchallenge is adapting to differentcustoms and cultural differences.I think I had the ability to adapt andadjust, and to enjoy the process.”

This is your second major gift to Ivey.Why did you give to the Campaignfor Leadership?“When I retired in 1997, the Deaninvited me to go on the Ivey AdvisoryBoard and also to be Executive inResidence. I had a lot of fun workingwith the students. I felt I wanted to

do something for the School, andI directed my gift to internationalbusiness because that goes back towhat Paul was working on.”

What are your passions?“My art collection and the galleryI built in Assinboia to house it. Myfamily home, where I was born andgrew up. And my province—it doesn’tmatter where I travel, Saskatchewanis always home.”

Your advice to an Ivey grad interestedin a career in international business?“Go for it! It broadens yourperspective, thinking and experience.Go with an open mind, ready toadapt and face different challenges.”

Duet: David Kassie, MBA ’79 and Susan Harris, MBA ’82, supported Ivey's Toronto campus.

Friends for life: Liz Ross, MBA ’84, and her red-footed tortoise Merle. Merle could live to be 50.

Animal Instincts

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Whyshare your lifewith a tortoise, or anyotherpet for thatmatter? Iveygrads tell us their animalcompanions teach themto relax, to laugh, to get outside,and to see theworld throughneweyes.


When Intouch first proposed afeature story on alumni and theiranimal companions, we reachedout to Ivey class agents for subjectsuggestions.Wewere delugedwithwonderful stories. Butwe also heardfrom several alumni who thoughtthewhole venturewas frivolous.

Sowhy arewe doing thisstory? Because, as renowned animalbehavioralistTempleGrandin put itin a recent book, “Animalsmake ushuman.” Our humanity is definedin part by howwe interact acrossspecies lines.We understandmoreabout ourselveswhenwe try tounderstand theworld from theperspective of a cat, dog or horse(or even a tortoise!).

Animals encourage us tolaugh and play inways that are not

generally encouraged in thecorporateworld. They help us relax.They get us outside and get active.They connect us to the natural world.They give us something to thinkabout other than the next quarterlyreport. Dostoyevsky put it well:“Love the animals: God has giventhem the rudiments of thoughtand joy untroubled.”

Liz Ross,MBA ’84, andMerleLiz Ross is terrified of snakes.

Oddly enough, that’s why she endedup with a 10-lb. tortoise. Merle hasbecome avalued memberof the family.

Eight years ago, Liz’s children,then 7 and 9, were fascinated byreptiles. She knew she could neverlive with a snake, so when a clienttold her about a tortoise who needed

a new home, she thought it might bethe answer. “We don’t know how oldhe is, or even whether he’s a ‘he’,”she admits. “But we did some internetresearch to figure out what to feedhim and how to care for him, and justsort of made it up as we went along.”

Merle is a red-footed tortoise,a native of South America named forthe bright red scales on its head andfeet. Red-footed tortoises, which canlive up to 50 years, eat mostly plants,but also small amounts of meat orcarrion. For Merle that means a fewpieces of dog kibble or somethingfresher. “He loves earthworms,” saysRoss, “so when I’m gardening he’salways right under my feet. I have tokeep pushing him away.”

Merle has the run of Ross’s

backyard and goes with her to thefamily cottage everysummer weekend.He generally stays hidden untilsomebody comes to sit outside,when he emerges to socialize. “He’sticklish, I think. I can tickle the lowerpart of his shell and he wiggles andmoves his feet.”

Merle, Ross says, is anamazingly low maintenance andaccommodating pet. He has just onevice. “He is very attracted to anythingred, so if I have my toenails painted Ihave to be careful that he doesn’ttake a bite out of them!”

SalSloan, HBA ’03, andChewySal Sloan, a soccer player

and fitness instructor, likes to stayin shape. She also adores her dog,


a Shepherd-collie rescue namedChewy. When she started doing a“boot camp” exercise program at 5:30in the morning and then returninghome to take Chewy for a walk beforework, it occurred to her that it wouldbe great if she and the dog couldget fit together.

That was the genesis ofFetching, a new Toronto-basedbusiness that offers dog owners andtheir canine friends a combination ofphysical fitnessand obedience training.

Sloan left her day job inmarketing in late 2009 and spentseveral months holding informal focusgroups and developing her businessplan. “What I gleaned was that itwasn’t so much the exercise peoplewere looking for—it was quality time

spent with their dogs,” she says.“When you’re busy and you takeyour dog for a walk, it’s a chore. WithFetching, it’s having fun together.”She partnered with the trainer whohad worked with Chewy when he wasa puppy, and gradually the programcame together.

After a test drive in late winter,Fetching launched formally in earlyJune. Fetching has been featured onseveral TV shows and in The Globeand Mail. The program will continueat two indoor locations during thewinter. “Eight out of ten people whotry us out come back, which is themost important measure for me,”says Sloan. “Every week we have newpeople, and they’re starting to spreadthe word. It takes time to grow a

business, so we’re just being patientand persistent.”

ErvinWilson,MBA ’84, and BrodieOkay, picture this. A big burly

construction worker is working on ahigh-end project where everythingmust be perfect, but he’s having a badday. Instead of cursing or throwingthings, he turns to a friend and says,“Brodie, I need a hug.”

Brodie, who happens to bea Golden Retriever, hitches himselfup, places his paws on the man’sshoulders, and leans in. Invariably,it does the trick. Tempers cool andfrustration fades.

No wonderBrodie is consideredthe site supervisor at the magnificenthouse under construction on a site

overlooking Lake Huron in southernOntario. His owner, Ervin Wilson,is the titular supervisor, but even headmits that Brodie has everythingunder control. “He makes the roundson the ATV and says good morning toevery person on the site, checks outthe roof, which is 68 feet high, climbsall the stairs and ladders, and patrolsthe beach.”

Brodie arrived at the site as aneight-week old puppy. Now three, helives the perfect dog life, running sevenor eight miles a day, swimming in thelake twice a day eight months of theyear, and chasing the wild turkeys anddeer that wander by. He is so popularwith the workers that several wanthim to be bred so that they can raiseone of his sons or daughters.

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Stick to it: Sal Sloan, HBA ’03, has a new business that combines quality time with your dog and fitness.


“I’ve had a few dogs and beenaround dogs all my life, and Brodie isthe best dog I’ve ever known,” saysWilson with quiet pride. “Everybodyloves him.”

Bruce Lamb, HBA ’85, and Rapport“It’s a partnership. When

we’re out on a course, I’m having aconversation with him. ‘Okay, goodboy, let’s go to the next one, this one’sgoing to be a little tricky, slow up,buddy...’ And you can tell that he’slistening hard.”

That’s Bruce Lamb, describinghis relationship with his horseRapport. They met when Rapport wasbeing boarded at Lamb’s mother’sfarm near Lucan, Ontario. When thehorse came up for sale, his mother

bought him but found him too muchof a handful. “That was seven yearsago,” says Lamb, “and he’s basicallybecome my buddy and good friend.”

Lamb has ridden since he wasa child. He tried Rapport with polo,but thesound of the thundering hoovesmade the horse nervous. Instead,they took up eventing, a combinationof dressage, stadium show jumping,and cross-country jumping. Rider andhorse thrive on the discipline andcompetition. “It’s challenging and it’sgood fun,” says Lamb. “When we getout on a cross-country course, his earsare perked up. He’s really engagedand wanting to do well.” In fact, Lambsays it’s often Rapport who pullsvictory out of the jaws of defeat. “Herescues me all the time. When I get

him into a jump and the striding isnot quite right, somehow or otherhe will manage to get over the fencewithout knocking it down.” This year,Rapport and Lamb were second intheir eventing division in Ontario.

Rapport is big—almost 17hands—butgentle.And he’sasoothinginfluence when Lamb gets caught upin business. “If I’m having a bad day,going out with Rapport and wanderingthe trails for half an hour is exactlywhat I need to wind down. Riding ismy therapy.”

Steve Legler,MBA ’91,Caedmon, Bosco, Lola,Mika, et al

Steve Legler admits thathe’s lost count of the animals livingunder his roof.

“It’s the hamsters I can’t keeptrackof,” he laughs. “They’re my wife’sdepartment. We bought one hamsterfor my daughter for her birthday on aSaturday, and by Monday we had 10!”

Legler grew up without petsbut when he and his wife Julie Hamel,MBA ’92, moved into their first house,his father gave them a GoldenRetriever puppy, Rufus. As Rufus gotolder, Bosco, nowsix, joined the family.When Rufus died, Caedmon, a rescuedog “of unknown age and lineage,but definitely part German Shepherd”was adopted to keep Bosco company.

Around the same time,one of Julie’s employees offered hera Chinchilla Persian kitten, Mika.Meanwhile, Legler himself gotinterested in having an aquarium

Six feet, two brains: Bruce Lamb, HBA ’85, and Rapport work as partners to win eventing competitions.


and became a collector of Cichlids,brightly-coloured fresh water fishoriginally from Africa. His son Richardalso has an aquarium.

Legler was at the local petstore to look at fish when Lola enteredhis life. Someone had found the tinykitten, only a few weeks old, and waslooking for a family to care for her.

Surprisingly, the dogs and cats,after a settling-in period, get alongvery well. Legler has a rule that cats areallowed anywhere in the house, butthe dogs are only allowed downstairs,so the cats always have a way toescape canine harassment. The realchallenge, he admits, is going awayfor a holiday. Fortunately, the youngwoman who babysits Legler’s childrenis usually willing to house- and pet-sit.

Why have so many pets?“It’s interesting and it makes thingsmore lively. I’m never really alone,even if Julie and the kids are out.”

Garnet PrattSiddall, MBA ’95,and Zeus

When Garnet Pratt Siddallmoved from New York to Toronto in2002, she was still feeling the effectsof 9/11. Zeus, her chocolate lab puppy,was part of her therapy. “I was havingsignificant issues with PostTraumaticStress Disorder,” she says. “That’snot why we got a dog, but it was anunintended benefit. Even on theworst days, he always did somethingto make me smile.”

Siddall grew up with dogsand horses, but never considered a

pet while working as an investmentbanker in New YorkCity. Over the pastyear, she has also started riding again,and now has two horses, Gretal, afour-year old, and Cooper, 12.

But Siddall has gone farbeyond caring for her own animalcompanions: as a member of the newboard at the Toronto Humane Society,she is reaching out to thousands ofabandoned animals.

In November 2009, theTorontoHumane Society was raided by theOntario Society for the Prevention ofCruelty to Animals. A court orderrequired that the prior board stepdown and a new board be elected.Siddall was part of the slate electedin May 2010. The shelter re-openedin late June.

“The biggest thing that we asa Board want to accomplish is to giveevery animal at the shelter the bestchance at the best life it can have,”she says. That means controllingadmissions, using euthanasia onlywhen absolutely necessary, offeringeducation to inexperienced petowners, and launching an affordablespay and neuter clinic.

Above all, says Pratt Siddall,it’s about re-building faith in theorganization. “We’re going to have toslowly and patiently prove that we arechanging things for the better,” shesays. “This is an incredible challengefor me, and a wonderful way to beinvolved in something I can get reallyfired up about.”

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Lookwho’sin yournetwork.In this issue of Intouch,we continue our series of“Look who’s in your network.”profiles, designed to showcasethe power of the Ivey network ina fresh, compelling and humanway. Each of these people—regardless of when theygraduated—is in your network!

AMessagefromMarkHealyWow.

Almost two years ago the IAA came up with the idea of a completelynew event designed to engage Ivey alumni around the world.

We knew there were alumni who couldn’t make it to Homecoming,didn’t live in a chapter city, or couldn’t fit in regular alumni chapterevents—people who believed in Ivey but weren’t actively engaged.We also knew that our committed alumni volunteers wanted tocome together around one big project.

Global Ivey Day was born.

We were realistic about what to expect in the first year. It takes awhile for new ideas to catch on, right? Wrong. Global Ivey Day wasa smash hit, right out of the gate.

There were more than 30 events in 26 cities around the world,including several that don’t have IAA chapters. Glittering signatureevents were held in Toronto, Calgary, Hong Kong and Vancouver.Ivey alumni everywhere participated in a powerful global webcast.More than 1,100 people in Toronto alone participated in activitiesthroughout the day.

But the best part of Global Ivey Day for me? The number of smallorganic events that popped up all over the globe—from cocktails inYellowknife to dinner in Dubai—organized by alumni who chose tore-engage with Ivey on their own terms. How cool is that?

The first annual Global Ivey Day isn’t over—it’s ready to re-liveat www.iveyday.ca. Be sure to tell your stories and upload yourphotos and videos.

And of course the second annual Global Ivey Day, November 3, 2011,is right around the corner. Start planning now.

MarkHealy, MBA ’05Chair, Ivey Alumni AssociationBoard of Directors

AlumniAssociation


How did you end up at Ivey?My father was a cable TV engineer. He builtsystems in one small town after another. Mymother was a journalist. After university I workedfor Maclean Hunter Publishing as amediaresearch analyst for two years. Then I realizedthat if I didn’t improve myself, I’d be in thatsame cubicle for 40 years.

Best memories?I loved almost everything about Ivey. I wantedto work hard and I took it very seriously. I canhonestly say that I’ve only been to the Ceeps oncein my life! I knew I was with the best and thebrightest. You always think you’re not quite ascapable, so you have to work a little harder.

What did you take away from Ivey?In my business, you don’t brag about havinganMBA. You don’t put in on your business cardor your wall. In media, the business side is

important, but so is the content and creativeside. There’s no dichotomy, no conflict—goodexecutives have to live in both worlds. The IveyMBA gave me the quiet strength to do that.

Proudest career achievements?I’m proud of the fact that I was CEO during thelast five years of CHUM’s existence. We wereable to take it from a well-respected but sleepycompany to one of the great media companiesin Canada. Andwedid it by living theprinciplesofcollaboration, respect, diversity, creativity andinnovation. The best media companies recognizethat there is a special obligation that comes withthe privilege of being in the living rooms and carsof millions of Canadians. That means you don’tjust entertain and inform: you do good.

Right now I’m assisting either as a board memberor a shareholder in a bouquet ofmedia companies.I have a larger personal interest in a suite of high

definition movie channels that were recentlylicensed.The challenges in the old part of themediabusiness are balanced by the great opportunitiesin the new part. It’s a thrill to be part of it.

What is success? What is leadership?For me, success is having your work rememberedfor the way you treated people and the thingsyou helped to create. Everybody has a differentleadership style. My approach is very collaborative.I’m a big believer in choosing the very best people,giving them the resources they need, creatingstructures to support them, and then getting outof the way and letting great things happen.

What do you do when you’re not working?Somepeople are intomusicor golf; I love television.I like nothing more than to go down to the LosAngeles screenings and watch every televisionshow produced in the world. I love screen-basedstorytelling. It’s not work, it’s pleasure.

JaySwitzer,MBA ’83,FormerPresidentandCEOCHUMLimited,advisorandboardmember toseveralmedia companies

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What did you like best about Ivey?I liked the fact that Ivey’s programwasn’t basedonly on academics. I was pleasantly surprised bythe diversity of my peers—intelligent individualswho were passionate, well-rounded and extremelymotivated. You feed off that energy—it brings outthe best in you and inspires you to work harder.

Most vivid memories?Nomatter howmany regular cases you do, youalways remember the learning (and the pain!)of the 48-hour reports. I remember one timewhen we had six people with six totally differentperspectives on the case. We were at a deadlockwith six hours to go. Ultimately, we handed in agood paper, and the experience taughtme thetenets of being an effective team player.

I spent my last semester in Barcelona and thentraveled through Europe. That created lifelong

friendships and learning that I couldn’t get ina traditional classroom.

What did you take away from Ivey?Ivey taughtme the importance of building ascalable business plan, using your personalnetwork, and focusing on your niche.

Proudest career achievements?When I graduated I went to work at a largeconsumer packaged goods firm, focusing on newproduct development. To transform a productfrom an abstract concept to on the shelf at aretailer—that gotme excited.With fellow Ivey alums,I took the entrepreneurial route. We started ourcompany from nothing. We’ve become a growingdistribution company servicing major retailersacross the US and Canada, and we’ve renovatedthousands of garages in the Toronto area.

What is success? What is leadership?Success is having the freedom to pursue yourpassions, and to help others get there with you.Leadership is about vision—dreaming uppossibilities and inspiring your team tomakethose possibilities a reality. Leadership in anentrepreneurial role sometimes takes nerves ofsteel. You have to be committed to your goals andnot waver, no matter what hurdles confront you.

What do you do when you’re not working?I like to mountain bike, play tennis, and get outWest in the winter for some snowboarding. I try tolearn one new skill each year: last year it was scubadiving, and this year I’m working onmySpanish.

Where will you be in ten years?When you’re excited to get to work onMondaymorning, you know you’ve chosen the right career.I seemyself building this business to the next level.

FrankSpano, HBA ’04FoundingPartner,GarageLivingandNewAgeProducts

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How did you end up at Ivey?When I was 16, I got my first real job as amailgirl at Alcan Aluminum inMontreal. With the clarityof vision only a teenager can have, I figured thatI would move quickly from simple mail girl to CEO!With a degree fromMcGill University I workedat Alcan as a business analyst, andmy bossencouragedme to pursue anMBA. Ivey was thecrème de la crème, so it was an obvious choice.

What did you take away from Ivey?I learned to approach a business problem frommany different angles. The case method was aneye opener forme and the participation requirementforcedme out of my shell. And I learned thatcommunication and storytelling are critical in anybusiness process. But at the end of the day, Ivey isabout the people. I loved being part of the LEADERProject, and I enjoyed writing cases for the School.

Proudest career achievements?I started my own business in the toughestpossible economic times. I took a big chance andI’m proud that the business continues to evolveand thrive. Starting a business is the hardest andmost rewarding thing I’ve ever done. The businessrevolves around the idea that the only way toimprove your skills is through “deliberate practice”—a discipline proven in the arts and sports, butinconsistently applied in a business context.

What is success?I’ve always said that I want to have an impact.I’m not sure what that looks like, but I know thatI want to be able to influence people’s thinkingand ideas. I would like to be honest with myselfin setting those goals and in turn create lastingchanges in the way people think and in how theyapply that to what they do.

What is leadership?Leadership is about inspiring action. Goodleaders get everybodymoving in the direction oftheir vision. It’s very important for a leader todemonstrate integrity and passion.

What do you do when you’re not working?I’m passionate about keeping active and gettingoutside—“deliberating practicing” my emergingtennis skills! I also spend asmuch time as I canwith my wonderful 8-year old daughter andmytwin sister who is a nature nut, visual artist andmountaineer. I’d ski year round if I could!

Where will you be in ten years?The next ten years will be about building mycompany and finding balance. A personal goalis to be invited to speak at a TED conference(www.ted.com)!

AlexaNick,MBA ’95Founder,myPracticeandPartner,BottomLineGroup

Every year the Ivey AlumniAssociation recognizes exceptionalgraduates—leaders who live the Iveyvalues, and look for every opportunityto work with other alumni, promotethe School and support it with giftsof time, talent and creativity. AtHomecoming 2010, DistinguishedService Awards were presentedto Sylvia Chrominska, HBA ’75,David Cornhill, MBA ’80, andPaul Sabourin MBA ’80.

Chrominska, Group Head,Global Human Resources andCommunications, was recognizedfor her contributions as a member ofthe Ivey Advisory Board, a participantin the Alumni Partnership Program,a speaker at the School, a member ofthe 35-year class reunion organizingcommittee, and a vice-chair of thecabinet of the Campaign for Leadership.She established a scholarship fundfor women, and is a key connectorbetween Scotiabank and the School.

Cornhill, Chairman and CEO,AltaGas Income Trust, is a strongsupporter of Ivey in Calgary. He servesas a member of the Ivey AdvisoryBoard, supports networking sessionsand alumni events in Calgary, andspeaks at the School and at chapterevents. He is also a generousfinancial supporter.

Sabourin, Chairman andChief Investment Officer, PolarSecurities, has been a member ofthe Entrepreneurship Council andthe Ivey Advisory Board since 2006.He has also served as a class agent,spoken at the School, sat on theAnnual Fund Council, and sponsoredthe Business Leader Dinner.

From left to right: Paul Sabourin, MBA ’80, Sylvia Chrominska, HBA ’75, Dean Carol Stephenson,David Cornhill, MBA ’80, and Mark Healy, MBA ’05, Chair, IAA Board of Directors

CelebratingtheSpirit of Ivey


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The EMBA gaveme theopportunity to see themulti-disciplinary, cross-functionalaspects of business andleadership. It broadenedmy horizons and gaveme theconfidence to takemy careerin a whole new direction. Myfather graduated from Ivey 25years beforeme, and nowmyson is at Western. I want Ivey tocontinue to be at the forefront ofdeveloping tomorrow’s leaders.—Marc Lacoursiere, EMBA ’05

Homecoming is a time to relive the good times, reflect on the value of an Iveyeducation, and renew old friendships. For themore than 950 alumni and friendswho returned to Ivey in October, it was a weekend to remember.

Homecoming2010

Icame to Homecoming becauselife is short—you don’t getmany opportunities to get peopletogether and celebrate whatyou’ve experienced. The singlemost important thingwe can do toensure Canada’s competitivenessand productivity in the futureis educate our young people.We need top business schools,and as business leaders wehave to support them.—Pat Meneley, MBA ’90

We took a set of practicalskills from the HBA, a wayof solving problems that’suseful in any professionalenvironment. But it wasreally about being in a classwith people who believedthat they could change theworld. When we got togetherat Homecoming it was fun tosee all the different waysthey are changing the world!—Laura Entwistle, HBA ’90

Themost enjoyable part ofmy Ivey experience was thetremendous bonding that tookplace in our class. Fifty yearslater, it was as if we had neverbeen apart! Ivey gave us adisciplined approach to analyzingproblems, pulling together thefacts, making a decision, andexecuting it. The purpose of auniversity education is to helpstudents learn how to learn—and that’s what Ivey did for us.—John Currie, HBA ’60

Looking for Class Notes?

To protect the privacy of our alumni, Class Notes are not available on the public Intouch website.

To view the most current Class Notes, please log in to the

Alumni Portal, exclusively for Ivey alumni – www.ivey.uwo.ca/alumniportal

Case StudyThis “mini-case” is designed to test your mettle and stimulate yourthinking on management issues. You remember the drill—read and analyzethe case, develop your ideas, and then discuss them “in class.” To postyour comments and read comments from experts and other alumni,visit www.ivey.uwo.ca/alumni/intouch/casestudy

intouch - ivey business school · 2014-09-03 · intouch features 14 steppingup ivey has launched...

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