From Disney to Starbucks, and More – Chicago News
Let’s explore some of the most interesting stories that have emerged from Chicago business schools this week.
Don’t Let Complacency Derail Your Career – Kellogg Insights
Carter Cast, the Northwestern Kellogg Clinical Professor of Innovation and Entrepreneurship and author of “The Right (and Wrong) Stuff: How Brilliant Careers Are Made — and Unmade,” writes about how “Version 1.0” employees who “lack curiosity and avoid taking risks” may find themselves professionally derailed.
“You have to find ways to stay fresh, especially in this day and age with the massive rate of change in technology. Disruption is everywhere.”
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- Following a promotion, understand your supervisor’s expectations. “Ask the boss: ‘With this new job, what will I have done in two years to make you think that this was a good move to promote me? What are the key success metrics I should be aiming for?’”
- Increase your learning agility, or how quickly you develop and apply new skills by honing a discovery mindset. “[Force] yourself to acquire new skills that could help you down the road. If you work in sales, for example, you might take time to understand how the marketing team leverages its social marketing assets.”
- Identify your particular “area of innate resistance,” which Cast believes can stifle career growth if not addressed. He advises to spend more time being open to what you could learn than spending time and energy on what you already know.
- Cast advises Version 1.0 types to “adopt the ‘lean thinking’ mentality in order to refresh their thinking and test new ideas.”
- Networks that individuals can “rely on for information and assistance” are critical when jobs are constantly in flux. According to the article, “A strong, diverse network can help you bounce back after a challenge or shake-up.”
You can read more from the article here.
From Disney to Starbucks, Shewalter Doesn’t Shy Away From Big Challenges – Gies College of Business News
The U. Illinois Gies College of Business recently profiled Erik Shewalter (BADM ’14) who offers insights from his transition from Disney’s DTC streaming service to product management role at the Starbucks Rewards Innovation Team where he oversees strategy and innovation.
Shewalter spoke at length about a defining moment from his “once-in-a-lifetime” opportunity at the Disney-branded streaming service where he realized how much he loved the work he was doing.
“One of the defining moments of my career will forever be one of my first meetings with Kevin Mayer (Chairman of Direct-to-Consumer and International). I came to the meeting prepared, and because I was so immersed in the data, I was able to share specific insights that influenced decisions like the choice to include Star Wars and Marvel content in the streaming service.”
One major reason Shewalter left Disney for Starbucks was to work alongside his fiancée Naomi Liu (FIN, BADM ’15) who works in food innovation.
“There are so many little perks that materialize every day, such as sharing a commute, or even sharing our networks (which is critical for succeeding at Starbucks). Also, we love to surprise each other by bringing the other person drinks and snacks throughout the day.”
Check out the entire Gies College of Business News interview here.
Rogers Park and Edgewater Businesses Becoming More Sustainable with Loyola’s Help – Quinlan School of Business
With the support of Loyola University’s Quinlan School of Business Experiential Learning Communities in Solidarity program, professor Nancy Landrum orchestrated partnerships with Smack Dab Chicago and Edge of Sweetness Bakery for her Sustainable Business Management class.
Teams from Landrum’s class “performed waste, water, and simple energy audits and completed greenhouse gas inventories” and then organized “cash mob” events to attract customers to the businesses.
According to the article, “Edge of Sweetness saw a 216 [percent] increase in sales during the cash mob, and Smack Dab Chicago saw a 51 [percent] increase.”
Edge of Sweetness co-owner Kate Merrill (BSN ’96) writes, “I was delighted and surprised by how thorough they were during the initial evaluation. They were also very proactive about what they wanted to do with the projects, which was very nice to see.”
Smack Dab Chicago co-founder Axel Erkenswick adds, “I was interested to see how in-depth the students went into their audits, including going through our waste. Energy conservation is important to me, because it shows customers that we are more than a McDonald’s. We are community driven and put our efforts into helping the environment.”
Read more about the Quinlan program here.
The Twitter Echo Chamber (Sort Of), and More – Boston News
Let’s explore some of the most interesting stories that have emerged from Boston business schools this week.
Here’s Why Twitter Isn’t the Echo Chamber You Think It Is – Questrom School of Business News
In new research recently published in MIS Quarterly, Northeastern Questrom’s Jesse Shore and Chrysanthos Dellarocas with Hong Kong University of Science and Technology’s Jiye Baek (Questrom, Ph.D. ’18) found that Twitter users tend to “post more moderate content” than the content to which they are exposed.
Shore explains that this finding stands in stark contrast to the theory that the platform “opens us up to a greater diversity of perspectives, nudges us to ever-more extreme positions,” and creates an echo chamber for opinions.
“I hope this study helps move the public conversation beyond the notion of echo chambers. In many ways Twitter users are the opposite of the way they are described in the press: they are exposed to diverse information, but post more moderately,” Shore says.
You can read more about the research here.
How ‘Credibility-Enhancing Displays’ Can Boost Sales and Drive People to Action – MIT Sloan Ideas Made to Matter
MIT Sloan Associate Professor of Management Science and Brain and Cognitive Sciences David Rand and Yale doctoral candidate Gordon Kraft-Todd pursued new research that suggests that businesses will inspire potential customers to engage their services if they “walk the walk” since “beliefs are spread more effectively by actions than by words because actions reveal information about the actor’s true beliefs.”
Kraft-Todd explains:
“This is true of solar panels, but it’s true of any campaign where the common denominator is some new or rare behavior. If practitioners organize a campaign around a novel technology or practice, then the first thing they should do is get spokespeople and advocates who themselves are adopters.”
You can read more from the full article here.
Dysfunctional Teams – Harvard Business Review
Harvard Business School Professor Amy Edmondson was a guest on a recent episode of HBR’s advice podcast “Dear HBR,” where she and co-hosts Alison Beard and Dan McGinn unpack listener questions about “what to do when your team isn’t communicating, doesn’t respect its leader, or has one employee who’s causing problems.”
When Professor Edmondson was studying medical errors as research for her new book The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth, she discovered that the better teams were “more able and willing to talk about the mistakes that occurred so that they could catch and prevent them from causing harm. People have to feel safe to bring their brains to work. And [that feeling of security] is not normal. Fear is really quite widespread.”
In the episode, Edmondson fields questions that touch on office dynamics between junior employees and senior management, sudden shifts in decision-making processes, as well as the surprising drawbacks of more transparent cultures.
You can listen to the entire HBR episode and read more about Professor Edmondson’s research here.
Investing In U.S. Innovation, and More – Boston News
Let’s explore some of the most interesting stories that have emerged from Boston business schools this week.
The 1 Thing Your Company Should Add To Its Retirement Benefits – MIT Sloan Newsroom
MIT Sloan Professor Lotte Bailyn took part in a three-year research study under HBS Professor of Business Administration Teresa Amabile to understand the “organizational, social, and psychological forces that can affect people’s retirement experiences.”
Bailyn outlined two strategies to help “pre- and early-retirement individuals manage their transition out of the workforce”:
- The “Phase-down” strategy enables a “retiring employee to work less while receiving a percentage of their pay, plus benefits. At the end of the phase-down — which can range from months to a handful of years —the person retires.”
- The “Contracted rehire” strategy allows companies to hire back employees on a contractual basis, which Bailyn explains, “allowed the company to get the specific niche knowledge that that person has, and by working with other people, employees in the organization could pass on that knowledge.”
Questrom School of Business Professor of Management Tim Hall, one of the researchers on the study, adds, “It’s surprising how little employing organizations are doing to help them [transition]— even though at the same time they’re interested in maybe helping people move on and opening up opportunities for younger people, they’re not. I think there’s a great opportunity cost they’re suffering by not doing that.”
You can find more information on the study here.
How the U.S. Can Rebuild Its Capacity to Innovate – Harvard Business Review
There is a growing trend of companies across all industries choosing to “invent and manufacture abroad” in what Harvard Business School’s Willy Shih describes as a loss of “industrial commons.” According to a recent Harvard Business Review article, “nearly half of the foreign R&D centers established in China now belong to U.S.-based companies.”
“Over recent decades, VCs have overwhelmingly focused on software and biotech investments over ‘hardware’ investments, closing additional doors to manufacturing innovations. It’s no wonder that so many promising manufacturing enterprises have to look abroad to simply get off the ground—let alone soar,” writes Sridhar Kota, Justin Talbot-Zorn, and Tom Mahoney.
The article recently outlines four principles the U.S. could use to reinvigorate its industrial ecosystems.
- Don’t Fear Picking Winners: “Rather than allowing promising R&D results to languish in labs or even be commercialized by foreign competitors, the U.S. should launch a National Innovation Foundation to invest in engineering and manufacturing R&D to mature emerging technologies and anchor their production onshore.”
- Invest in Hardware Startups and Scale-Ups: “U.S. policymakers can … build on existing resources to help innovative hardware startups and scale-ups succeed—particularly through domestic government procurement [the way] China has employed government procurement, strategic technology transfer, and domestic technology development to build its respected high-speed rail industry.”
- Mind the Mittelstand: Small and medium enterprises (SMMs) “amount to about 250,000 firms, or 98 percent of all manufacturing firms. By strengthening and supporting these firms, the U.S. could rebuild the backbone of its manufacturing sector.”
- Power to the People: “While American high schools typically require students to dissect a frog, few require students to disassemble a power tool. Exposure to real-world engineering is a crucial and cost-effective way to build interest in manufacturing careers—through either four-year engineering degrees or vocational training.”
You can find the entire HBR article on re-investing in American industry here.
Legacies Catching On – Carroll School News
BC Carroll School of Management Professor of Information Systems Gerald Kane recently put together a new research report as part of a gig guest editing the MIT Sloan Management Review’s Digital Business Initiative. The report, Coming of Age Digitally: Learning, Leadership, and Legacy, emphasizes the need for companies to foreground experimentation in their “digitally maturation” processes.
According to the Carroll School News, “Nimble businesses create the conditions for employees to take risks and try new things. The key to [prepare] for more digital disruption is to not simply hire but develop digital leaders.”
“Part of developing leaders means giving employees the time and space to acquire new skills, an area where many companies need to improve. Ninety percent of survey respondents said they need to update their digital skills at least yearly—and 44 percent said they need to do so ‘continually.’ Yet at ‘early-stage’ companies (which are paradoxically often the older companies), nearly 30 percent indicated that their employers offered little to no support to do so.”
You can read more about Kane’s research here.
Tech’s Greatest Age of Innovation Happened Already, According to New Stanford Research
As each individual technological revolution changes the pace of advancement, new data from the Stanford Graduate School of Business reveals the a small handful of years changed our technological trajectory more than any time in human history.
How To Avoid Costly MBA Résumé Mistakes
Submitting a résumé is perhaps the most crucial part of every prospective MBA’s application process. A good résumé provides insight into who an applicant is, and what they’ve accomplished. A well-crafted, attention-grabbing résumé that captivates an admissions team can bring an applicant much closer to an acceptance letter.
But aside from a name, contact info, and educational and professional details, what should a slam-dunk MBA resume include?
What Are The Résumé Basics?
Starting with the principle basics, résumés should be short, sweet, and concise. Ideally, they should fit on one page—maybe two. Stephan Kolodiy, an admissions officer at Rutgers University, told U.S. News & World Report that long résumés are a common issue with many MBA applicants.
“Sometime we get a résumé that’s five to six pages long, and that’s way too much information,” he says.
That one-to-two pages of concise information should also be 100 percent accurate—one should never lie on a résumé. Because credibility plays a big role in the application process (MBA or otherwise), it is unwise to fabricate work or school experience. Deceitful, even exaggerated, résumés are always rejected by business schools, and admitted students who submit compromised résumés are at risk for expulsion. This is serious stuff, so don’t lie!
Carrie Marcinkevage, MBA Managing Director at the Smeal College of Business at Penn State University, told U.S. News that honesty is always the best policy.
“Authenticity allows you to find the right school and that school to find you,” Marcinkevage says. “Allow them the chance to find the real you.”
Perhaps most importantly, all MBA résumés should provide examples of success. Prospective MBAs should give admissions officers a reason to send an acceptance letter by showing concrete examples of career advancement, or of how an MBA candidate achieved results for a particular client.
“When applying to a top-tier business school, you’ll need to show admissions committee on a clear path of professional growth,” U.S. News reports.
What Are You Forgetting?
There are also some not-so-basic guidelines that MBAs are encouraged to follow when crafting a solid résumé. Investopedia published a guide reviewing some of the best resumes for MBA applicants that outlines a few tips that many prospective business students may not have previously thought of.
Without sounding like too much of a graphic design nerd, it’s important to take typeface into account with a résumé. Yes, fonts matter. It’s best practice to rely on on two typefaces: A bold sans-serif face for headers, and a standard serif face for body type. For those of you who don’t know, a serif is the tiny extension on the termination point of an individual letter, the little “hat” at the end of a letter if you will.
Serifs exist to make smaller text easier to read, so they are the best friend of admissions offices who may read hundreds of résumés per day. Sans-serif fonts—letters that don’t include serifs—are cleaner and pop easier when bolded out. Résumés should avoid using fonts that are too common, such as Times New Roman, but also avoid ridiculous fonts like Comic Sans. Nobody likes Comic Sans.
Aside from listing relevant work experience, and showing how much growth took place at each job, there are other skills that every résumé should highlight. According to U.S. News, the three skills that can best help sell an MBA applicants résumé to a business school are:
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- Leadership
- Communication
- Innovation
First and foremost, business schools want to see strong leadership skills as well as personal growth. All MBA programs focus on developing management skills, but schools wants to know that a solid foundation of leadership is already there. Good résumés provide evidence of an applicant motivating a team behind a common goal, figuring out the best use of other’s talents and skills, instilling a concrete vision, and prioritizing the needs of an organization above personal needs.
As for communication, a résumé is an applicant’s first line of communication to a business school, and should be chock-full of structured writing and thought-out word choice. U.S. News shows the different between a boring resume and beautifully worded one:
“Here’s a real example of a blah bullet point in a client’s first draft: ‘Helped with new software implementation.’
Now, a brilliant bullet point: ”Spearheaded software upgrade in the San Francisco field office by coordinating with software developer, leading training sessions, and facilitating implementation schedule.’ The second example offers a much more comprehensive understanding of the scope of the accomplishment.”
Some applicants may try to hard to impress admissions officers with technical jargon or fancy terminology. Lose it, and show that you can clearly, and simply explain headier topics in writing:
“One client listed this bullet point on his resume: ‘Created VA1 Business Acquisition.’
Once we translated that into something the MBA admissions audience would understand, the résumé said: ‘Devised and launched outbound communications plan for our premier voice activated product. Product was well received and became cash flow positive within 14 months.’
Much better.”
Lastly, a résumé that shows an applicant has helped innovate will go a long way. This piece of advice is especially handy for applicants with traditional pre-MBA jobs. All admissions officers know what a consultant or analyst is tasked with at an entry-level position. A resume is an opportunity to shed light on things that sets an applicant apart from other typical analysts. Things to keep in mind include: training a newly hired analyst, leading college recruiting efforts, or organizing an office volunteering or fundraising initiative.
Avoiding Deceptive Mistakes
Now, here’s where we can get a little dramatic: Résumés are the first impressions a prospective MBA job candidates has with a potential employer. Since no one gets a second chance to make that first impression, don’t mess it up!
Bloomberg issued a list of the “Ten Biggest Resume Blunders” that outlines exactly what not to do with an application résumé, which includes obvious items like avoid writing a bad cover letter and remove foolish typos and inconsistencies.
The list also features some gems, like how to avoid making your résumé a cluttered mess. Again, not to sound like a graphic design professor, but the look of a résumé certainly counts. Avoid using fancy graphics or designs, and provide a crisp, clean document that’s easy to read on a computer screen.
“The résumé should be presentable, not an information dump,” Chris Thomas, Global Recruiting Director of the Experienced Commercial Leadership Program at General Electric, told Bloomberg. “There should be some white space.”
A well-done résumé shouldn’t misfire on any points—bullet points, that is. Some schools offer formats for resumes, specifically on how to list past job experience. Schools like the University of Michigan Ross School of Business advise students to use the “Action Context Result” format, which describes an action they performed, where they performed it, and the results it garnered.
“‘Worked for XYZ Corp., 2008 to 2012’ says close to nothing,” Damian Zikakis, Director of Career Services at Ross, told Bloomberg. “’Led a review of supplier contracts for the technology division resulting in savings of $250,000 opens doors.”
Lastly, a résumé should never disregard an applicant’s worth, nor should it overshare information. As we mentioned earlier in this piece, a good résumé should demonstrate what an applicant has accomplished and what they can bring to a new employer. It should not feature information that, even if positive, is irrelevant to a desired position.
“Think of the résumé as a future-focused document and not an historical one,” Char Bennington, Director of Career Management at the University of Chicago’s Booth School of Business, told Bloomberg. “Focus on what’s important to the people in the career that you want now.”
How Else Can Your Résumé Stand Out?
To help make sure a résumé stands out in the crowd, consider participating in some relevant volunteer work. David D. Schein, the Director of Graduate Programs for the Cameron School of Business at the University of St. Thomas, told MetroMBA that adding volunteer work to a résumé. With that said, not all volunteer work is equal.
For example, if you volunteer at the SPCA and play with puppies all day, that probably won’t your résumé or your application. Instead, find “responsible positions that deliver a lot of bang for the time commitment,” Schein says. Find a position that will allow you to spend time organizing a major fund-raising activity or event. It should be something that has a demonstrative impact on the organization and illustrates your leadership potential.
Including unique and interesting hobbies can also be a fun way to illustrate your skills and stand out. Schein recommends that applicants choose hobbies that “demonstrate drive and ambition. Some examples might include white water rafting or learning a difficult foreign language like Chinese or Farsi.”
D’Amore-McKim Study Abroad Explores Israel As Innovation Hub
The D’Amore-McKim School of Business at Northeastern University unveiled a new study abroad pilot program that hosted five MBA students on a two-week guided tour of Israel’s past, present, and future this summer. The new International New Venture program, a joint venture between D’Amore-McKim and Ben Gurion University of the Negev, combines “historic and cultural experiences with big business and young start-up visits.”
