94605

CarlsonSchool
A magazine for Alumni and friends / Carlson School of management university of minnesota
spring 2007
Follow the Leader
What defines a true business leader? An in-depth lookwith some surprising insights.
Susan Rani, 94 MBA, president, Rani Engineering
The Deans Corner
elcome to this issue of Carlson School magazine. One

theme we address in the following pages is the topic of
leadership and how effective leaders can shape, guide, and
often transform both individuals and organizations. Its an
always-fascinating topic, and one that Im sure youll enjoy reading about.
Earlier this year, I was honored to be asked by editors of the Inside the
Minds book series if I would author a chapter for a new book that would give
readers access into the thinking of todays leading business school deans.
I was pleased to share my thoughts
on business school management, as
they relate to the ultimate purpose
of a business schoolto create
human, social, and intellectual
capital that transforms lives.
The purpose of a business education
at a great university is to go beyond
providing a business degree. We are
not just a machine that helps people
get diplomas. We play a much larger
role in society. We create human
capital by helping people expand
their skills and knowledge; create
social capital by reaching out to
alumni and members of the business
community and connecting them with
each other; and create intellectual
capital by developing new knowledge
Alison Davis-Blake
and innovations. At the Carlson
School, we are able to carry out this
purpose thanks to our dedicated students, outstanding faculty and staff,
loyal alumni and friends, and supportive business community members.
A dean faces many challenges, including balancing priorities and
multiple stakeholder interests. During the past 10 months, I have been
asking myself, How do I stay focused on creating human, social, and
intellectual capital, and what are the appropriate measures for success?
As I seek answers to these questions, I am reminded that I cannot answer
them alone. I have met many of you during the past year, and I am grateful
for your support, inquisitiveness, and ideas for change. I have learned
much from you, and I have worked hard to achieve our true purpose.
It is my pleasure to serve as the dean of the Carlson School, and with
your help, Im looking forward to continuing to write this chapter in
the schools history. To read more of my chapter in Inside the Minds, visit
carlsonschool.umn.edu/insidetheminds. I welcome your comments.
With warm regards,
Alison Davis-Blake, Dean
Investors in Leadership Chair in Organizational Behavior
Carlson School
A Magazine for Alumni and Friends
Direct correspondence to: Communications, Office of the

Dean, 321 Nineteenth Ave. S., Minneapolis, MN 55455.
Visit our website at carlsonschool.umn.edu.
For information about Carlson School alumni programs,
contact Alumni Relations at [email protected].
Executive Editor
Katy Holmgren
Editor
Chris Mikko
design
Barbara Koster Design

custom publishing services
The Coghlan Group

Contributing writers
Sara Aase, Kevin Featherly, Suzy

Frisch, ToddNelson, Mary Lahr Schier,
JessicaWalstrom
Photography
Karen Bartlett, Gary Bistram, David Ellis,

JaymeHalbritter, Mark Luinenburg, Joe Michl,
SherStoneman, Tim Rummelhoff
Office of the Dean
Alison Davis-Blake
Dean
Deb Cundy
Assistant Dean, External Relations
Ryan French
Director of Alumni Relations & Annual Giving
Chris Mayr
Senior Director, Development,
and Principal Gifts Officer
Louise Copeland, 85 MBA
Director, Marketing Services
Dawn Skelly
Director, Communications
Advisory Board Leadership
Edwin Skip Gage

Chair, Board of Overseers
James Lawrence
Vice Chair, Board of Overseers
William Van Dyke, 76 MBA
Vice Chair, Board of Overseers
Bruce Beckman, 90 BSB, 99 MBA
President, Alumni Advisory Board
Helena Li, 03 MBA
Chair, MBA Alumni Advisory Council
2007 by the Regents of the University of Minnesota.
All rights reserved.
Accredited by AACSB International
the Association to Advance Collegiate Schools of Business
The University of Minnesota is an equal
opportunity educator and employer.
This publication is available in alternative
formats upon request.
M i s s i o n s t at e m e n t
The mission of the Carlson School of
Management is to provide the highest quality
education for present and future business
and academic leaders, and advance the
understanding and practice of management
through research and outreach.
Contents
Spring 2007
Irene Fernando, page 7
John Morrison, page 13
Deans Corner Carlson School Dean

Alison Davis-Blake on business school management and
helping write the next chapter in the Carlson Schools history.
inside front Cover:The
20
Follow the Leader Even in the best of times,

leadership is never easy. But as these Carlson School
alums have discovered, serious challenges
are what build true leaders.
No More Heroes? New Carlson School research
The Atrium John Morrison learns from his mistakes,

Miquel Purvis McMoore stays true to her values, the
Glaser-Mooty family continues a proud educational
tradition, and more.
26
Features
5 Questions A chat with Jim Buckman,

codirector of the Joseph M. Juran Center
for Leadership Quality.
31
Class Notes
14

In Search of Excellence For the last 100 years,
business people and researchers have been searching

for the keys to continual improvement and
quality results. Are we getting closer?
30
is looking beyond traditional ideas and models

of leadership.
front Cover: Susan Rani, president of Rani engineering

photograph by mark luinenburg
Atrium
News and updates from around the Carlson School and beyond.
Did You Know?

Tony Dungy by jed jacobsohn/getty images sport; hanson hall by joanna elwell
Tony Dungy, record-setting, historymaking football player and coachand

Carlson School graduate.
A lot of people know Tony Dungy as the
head coach of the 2007 Super Bowl XLIwinning Indianapolis Colts. What not so
many people know, however, is that hes also
a Carlson School graduate. After a recordsetting career as a U of M quarterback,
Dungy earned a bachelors degree in
business administration in 1978. But instead
of heading into the business world, he opted
for the NFL, playing for three years with
the Pittsburgh Steelers and San Francisco
49ers. In 1980 he returned to the University
as an assistant football coach, and a year
later joined the Pittsburgh Steelers staff,
becoming, at age 25, the NFLs youngest
assistant coach. Today, Dungy is one of
the NFLs most respected and popular
coachesand he made history in January
as the first African-American coach to win a
Super Bowl. He also received an Oustanding
Achievement Award in May 2007.
Hanson
Hall
Update
The Carlson School broke
ground on Herbert M.
Hanson, Jr. Hall on Sept.
28, 2006. When complete,
Hanson Hall will provide a
state-of-the-art home to the
expanded Undergraduate
program. A grand opening
celebration is planned
for Sept. 25, 2008. Visit
carlsonschool.umn.
edu/expansion for more
information about Herb and
Bar Hanson, the details of
the expansion, and a virtual
tour of the new building.
University of Minnesota
All in the Family

The Glaser-Mooty family has strong ties to the University of Minnesota
and the Carlson School. Its a tradition with no end in sight.
photograph by ken ross
he Glaser-Mooty familys ties to the

University of Minnesota run deepin
fact, four generations and 23degrees deep.
Starting with patriarch Harry Nelson and
continuing on to his great-grandchildren, the
family has a tradition of earning an education
from the University.
The Glasers also might be the first family
to have three generations of graduates from
the Carlson School. Both Kenneth Chip
Glaser and his father received bachelors
degrees from the school, while Chips son,
K.C. Glaser, earned a degree from the Carlson
School in entrepreneurial studies last spring.
The University is part of our family, and we
think its a great institution, says Chip Glaser,
a real estate developer and president of
K.Charles Development Corp. in Minneapolis.
The University of Minnesota is the singlemost important institution in the state. Its
tremendously important to the quality of life in
Minnesota.
Thats one reason why Chip Glaser and
many other family members have been

generous to the University with both their
time and financial resources. Both Chip and
his father, Ken Glaser, are past presidents
of the University of Minnesota Alumni
Association, as is Chips stepfather, John
Mooty. Chip also has served on the Carlson
Schools Undergraduate Advisory Board, its
Board of Overseers, and on the Intercollegiate
Athletic Advisory Board. The University
has been a big part of our family, so weve
been willing to give back in a lot of ways,
he explains, adding that in addition to the
excellent educations they received, family
members have met spouses, friends, and
professional contacts through the school.
And its a tradition that has no end in
sight. One Glaser-Mooty family member
is about to finish graduate school at the
University, while another will soon complete
a medical degree. Its hard to get the maroon
and gold out of this familys blood.
Suzy Frisch
Seated, left to right:

Stacy Glaser,
Keri Glaser,
Jeanne Mooty,
Nancy Glaser,
Lindsay Glaser Payne,
Gina Mooty Rutter,
Kimara GlaserKirschenbaum
Standing, left to right:
Liz Mooty,
Chuck Mooty,
Dave Mooty,
Jonathan Glaser,
Jane Mooty,
Chip Glaser,
John Mooty,
Bruce Mooty,
Barbara Glaser,
K.C. Glaser
Spring 2007 Carlson School of Management
At r i u m
The Matchmaker
Miquel Purvis McMoore, 06 MBA, has found success by taking risks and building
acompany that matches her core values.
is not an option and never
Failure
has been.
Miquel Purvis McMoore
So says Miquel Purvis McMoore,

who started KP Companies Inc., a
Minneapolis-based recruitment firm, in
2001 with $10,000 of her own money.
Within a year, the company had
more than $150,000 in revenues. Six
years later, despite a few challenges,
its still in business and doing quite
well. Weve expanded, and weve
contracted, she says. Today were
at more than $2 million; at one
point we were over $3 million.
McMoore had tried the traditional
nine-to-five world, working in sales
for US West Communications and
then putting her love of music to work
when she started Plug Inc., a small
company to promote concerts and
manage artists. Two years later, while
she was teaching business classes
at Patrick Henry High School, she
ran into a friend who was working
for a large multinational recruitment
company with a branch in the Twin
Cities. She said, I think this would
be a great job for you, McMoore
recalls. So I checked into itit was
summer, so I could try it and still go
back and teachand got hired.
McMoore discovered she had
a knack for successfully matching
employees and companies, but found
there were some aspects of her
new job that she didnt like. I was
working for a large company, and
there was a lot of internal change,
she says. At times, I was being

asked to compromise my integrity.
Ialways resisted it; it didnt feel good
to me. I needed to start my own firm
and implement my own values.
After quitting and waiting out
her nine-month noncompete clause,
McMoore started KP. Today the
company has three divisions: KP
Recruiting, for finance and accounting
professionals; KP Staffing, for
temporary, or contract, employees;
and KP Inclusions, which helps
companies diversify their workforces.
Although McMoore was confident
in her ability to start and run her
own firm, she began to question her
ability to control its growth. As I
started running into problems with
growing my business, I thought I
needed some additional training,
additional direction, she says.
I was hiring people too fast. I
scaled it down before it got out of
handand I enrolled at the Carlson
School. I graduated from the Carlson
Executive MBA program in 2006.
Today KP has four employees and
a client roster that includes United
Healthcare, Andersen Windows,
and Medtronic. The future looks
bright and McMoore is proud of
her success and the steps she took
to see that her company is well
managed. Were lean and were
mean, she says with a laugh.
Vicki Stavig
What does it take to keep highly capable women in the workforce?
heres no question that women have

made great strides in the workforce
over the past few decades. Still, nearly
40percent of highly qualified women
take a detour from their job for a year
or two for parenting, elder care, or
other reasons. Many of them find it
tough to return to the career path they
started.
Savvy employers are learning to
accommodate women making these
transitionsand theyre reaping
significant benefits, says Sylvia Hewlett,
president of the Center for WorkLife Policy, a New York City research
organization that works with employers
to design and implement workplace
policies that increase productivity and
enhance personal/family well-being.
It costs one and a half times the
salary level of an executive to replace
them, [so] if you bring your attrition
rates down. . . youre way ahead
of the game, she said to a packed
auditorium at the Carlson School this
spring as part of the 2007 Womens
photograph by Tim rummelhoff; McMoore by joe michl
Youve Come a Long WayMaybe
Building the Future

Gary Holmes is helping the Carlson School
foster new generations ofentrepreneurs.
t is imperative that we invest in developing the next generation of
Ientrepreneurs,
says Gary S. Holmes, a frequent guest at MBA classes
and advisor to the entrepreneurship program at the Carlson School.

Holmes knows all about being a young entrepreneur:
He kicked off his career at age 12, when he enlisted fellow
Boy Scouts in a lightbulb-selling business. He began his real
estate career at 14, when he bought his first duplex.
Thanks to Holmes generosity, the next generation will have
a head start. In February 2007, he gave $6 million to establish
an endowment for entrepreneurship teaching, research, and
outreach at the Carlson School. In honor of his commitment,
the Carlson School renamed its Center for Entrepreneurial
Studies as the Gary S. Holmes Center for Entrepreneurship.
A recipient of an Outstanding Achievement Award and the University
of Minnesotas first annual Entrepreneur of the Year, Holmes is president
and owner of CSM Corp., a Minneapolis-based development, leasing,
and property management company that is among the largest
owner-operators of real estate in the United States. Recognized as
a leader in the entrepreneurial business community, he also serves
on the boards of numerous nonprofit and civic organizations.
Entrepreneurship in Minnesota is already impressiveCarlson School
alumni have founded more than 1,800 Minnesota-based businesses that
employ more than 110,000 people and generate annual revenues of
$21.2 billion. Thanks to Holmes generosity, however, these figures are
sure to grow exponentially. The Holmes Center leads the development
and implementation of innovative entrepreneurship curriculum at the
Carlson School, including Entrepreneurship in Action, a course in which
undergraduates conceive, launch, and operate real businesses; last
years class was able to fund a $25,000 scholarship with their profits.
The center also drives outreach activities such as the Minnesota Cup,
Entrepreneurial Forum, 3M Seminars on Technology Commercialization,
and undergraduate intern programs with early-stage businesses.
The future vitality of our state and our country is dependent upon
innovative entrepreneurs who will grow the economy, says Carlson
School Dean Alison Davis-Blake. Gary is a leader in our community,
a gifted businessman, and a driver of change. We couldnt be more
pleased that our center for entrepreneurship will bear his name.
Katy Holmgren
holmes photograph by sher stoneman
Leadership Conference, Own it! Creating Your Own Path to

Success. The annual conference is hosted by the Carlson
School chapter of the National Association of Women MBAs.
Many major corporations, including Cisco, Time Warner,
and Citigroup, have made concerted efforts to reverse the
trend that Hewlett describes as a female brain drain. By
creating reduced-hour and flexible jobs, providing flexibility
over the arc of a career, encouraging nonstandard work
arrangements, and nurturing ambition, the companies
find that women are far more likely to remain loyal to an
employer. While such programs can be expensive initially,
Hewlett notes that losing a woman with nine or more years
of experience may cost even moreabout $200,000.
Gary Holmes
Employers are also discovering that money isnt the

onlyor even the bestmotivator to keep women on
the career track. According to research done by Hewlett
and others, women are just as likely to value challenging
careers, high-quality colleagues, flexibility, and the
opportunity to give back to their communities.
For a country that will be losing a significant portion of
its workforce to baby boomer retirement, retaining topnotch employees will become increasingly important.
There is a huge talent shortage at our doorstep, says
Hewlett. Every CEO realizes that he or she has no choice
but to figure out how to keep women in the pipeline.
Erin Peterson
At
rium
What
Are You Reading?

Kathryn Johnson
Director, Carlson School Diversity Initiatives
True North by Bill George

This book talks about authentic leadership
through first-person interviews with 125 top
business leaders. The intent is to explore what
authentic leadership is and how to use your
internal compass to help guide you as a leader.
I picked up the book because Bill George was
one of the keynote speakers at the Carlson
Schools Womens Leadership Conference in
March. What intrigued me about it were the
first-person interviewspeople talking about
leadership from their own points of view. Its
nice to get that vantage point.
Philip Thompson
Kathryn Johnson
Undergraduate Class of 2007
Profiles in Courage by John F. Kennedy

This book conveys hope and optimism in the
hearts of all Americans, regardless of where
one stands across the political spectrum. It
chronicles the stories of true American heroes
and all that wasand still can begreat about
our country. These stories demonstrate the
power of love and commitmentnot only to
our country but to our fellow brothers and
sisters as well. Ive always believed that within
each of us lies the courage and resolve to
make a positive difference in the communities
around us. I read this book as a personal calling
to follow my own political ambitions and
commitment to civic responsibility.
John Remington
Director, Carlson School Industrial Relations Center
Summer of 49 by David Halberstam

This is a baseball history about the 1949
American League pennant race, primarily
involving the New York Yankees and the Boston
Red Sox, as well as the Cleveland Indians and
the Detroit Tigers. The book describes the
competition and day-to-day incidents involving
some of the individual players, together with
short biographical sketches. The central
theme is the focus of many U.S. citizens on
the national pastime in the post-war and prenetwork television era, when most followed the
games through daily papers. To many, it was
baseball at its most heroic and best. It also was
the end of an era. Im a baseball fan, and the
49 race was the first one I followed. I saw my
first major league game that yearYankees and
Chicago White Soxso the book brought back
a variety of memories.
John Remington
photographs by jayme halbritter
Philip Thompson
Keep the Change

By nearly any measure, Carlson
School senior Irene Fernando
has abusy schedule. That hasnt
stopped her from establishing a new
service-based initiative, however.
knew it would be impossible to
Ialways
help others discover themselves if I wasnt
fernando photograph by sher stoneman
sure who I was and who I wanted to be, says

Irene Fernando, a senior marketing major at the
Carlson School.
Its this understanding that has led her to
always broaden her horizons. Fernando doesnt
just tolerate change, however, she pursues it. On
top of the typical responsibilities of a college
senior, she is the president of the Alpha Gamma
Delta sorority, works as an undergraduate
research assistant, and is the host of Irene
on TV, a cable public-access comedy show.
She believes that every activity allows her to
experience the next in a new and ever-changing
light. It sounds like a lot, she says, but theres
no way I could manage one without the others.
If all that werent enough, shes also a
founder of Students Today Leaders Forever
(STLF), which she and her friends created
in the fall of their freshman year. The
nonprofit organization now boasts chapters
at 10campuses around the United States.
STLF recently completed its 2007 Pay it
Forward Tour, an atypical spring break excursion
for college students in which they peform
voluntary acts of community service. This year,
550 students traveled to 77cities and logged
more than 9,000hours. The trip seems tangible,
but that is not what people are taking from it,
says Fernando.
Fernando used her connections from Irene on
TV to help produce an 80-minute documentary,
Everything Intangible: Pay It Forward 2006.
Irene Fernando
Parts of the documentary have been shown
to the Minnesota Department of Education to
help demonstrate the STLF goal of promoting
resident advisor and coordinator for the program. After
leadership development through passion and initiative.
graduation Fernando will work at the STLF national office
Fernando, a California native of Filipino heritage,
in Minneapolis. One task on her agenda: STLFs involvement
was prompted to attend the Carlson School after
in the Carlson Schools Leadership Access Program, a
her participation in a 2002 program for talented,
new initiative to introduce underrepresented students
underrepresented high school students. [It] changed
from local high schools to business education and the
every aspect of my life, so I know firsthand how much these
Carlson School. Fernando will show the students in the
programs can affect other students lives, she says.
pilot program that new experiences and opportunities
As a student, she gave back through work as a
are always on the horizon and are always worthwhile.
Jessica Walstrom
Steve Forbes Speaks at Commencement

Steve Forbes, president and CEO of Forbes Inc. and editor-in-chief of Forbes magazine, was
the guest speaker during commencement, which was held on Monday, May 14 at Northrop
Auditorium. Forbes talk was titled Global Economic Integration: The Role and Evolution of
Government, and covered a range of economic trends that promise to affect the future of
global business and government.
At r i u m
Small Towns, Big Hearts

A world-class business education and small-town values combine for a stellar
career in financial services for three Carlson School alumni.
Dave Hubers
towns. We married high-school sweethearts. We all went to the

Carlson School. We went our separate ways and developed our
own career paths. Then we came back together as members
of the Carlson Schools board of overseers, and ironically, we
all ended up retiring in Naples, Fla., where we are members
of the same country club. And were all good friends.
David Hubers
Pease, Minn., had a population of only 200 or so when David

Hubers was growing up. In this agricultural community,
Hubers father owned a poultry and egg business, processing
the eggs and selling them to retail stores and restaurants.
At age 16, a car accident took Hubers right arm. When
it happened, it was a significant adjustment, he says. It
propelled me to be even more competitive and to demonstrate
to others that I could succeed, even with that disability.
He knew that he wanted to major in business and accounting,
and he planned to go the University of Minnesota. (It was the best
photograph by david ellis
e had values like treating people with respect

and dignity, developing a strong work ethic,
and doing the best you could possibly do,
says David Hubers, 65 BSB, 70 MBA. There was also an
emphasis on giving back and making the community as
successful as you possibly could because you are a part of it.
These values are shared by many alumni who hail from
across the state of Minnesota. And these alumni put their
values into action by their ongoing support of the Carlson
Schools expanding Undergraduate program. Herbert M.
Hanson Jr. Hall will provide a new home for the program,
as well as for the College of Liberal Arts Department of
Economics and the Carlson Schools Business Career Center.
Dave Hubers, Jim Campbell, and Mac McDonald all show
that a world-class business education and small-town values
can lead to high achievement and impressive philanthropy.
But thats not all. We all started out in the same place, and
ended in the same place, Hubers says. We all grew up in small
Campbell photo by sara rubinstein
school around and still is, he says.) He took a junior-year internship

the anonymity that the University afforded. But when he fell in
with IDS, which led to a senior-year part-time job with the
love, it was with a girl from the small town of Deer Creek, only
company. After graduation, he made the commitment permanent.
10 miles from Wadena. It wasnt an arranged marriage, Sonia
He made another commitment permanent as well, marrying his
McDonald jokes. We didnt date until we got to the U of M.
high-school sweetheart, Shirley, who hails from Milaca, Minn. It
McDonald credits the then-director of the Business Career
was the start of a marriage that has lasted more than 42 years.
Center with getting him started on his career path. Although
Spurred by a desire to work in investments, Hubers returned to
he already had been offered a job in the Twin Cities, she urged
the Carlson Schools Part-Time MBA program. I appreciated that
him to interview with Irving Trust Co., a Wall Street bank that
most everyone in the program had some business experience, he
was recruiting at the school for the first time. The company
says, which made the coursework more interesting and relevant.
offered McDonald a position in its credit department. Right
MBA in hand, he became a securities
after his graduation, he and Sonia
married, then loaded a UHaul for the
analyst following the financial services
industry, then head of corporate strategy
move to New York. A decade later,
and development at IDS. He was
McDonald was offered a position at the
appointed CFO only months before
Bank of Virginia, which later became
American Express 1984 acquisition of
Signet Bank. In 1994, during his tenure
IDS. After the acquisition, the company
as president, Signet spun off its credit
really took off, he says.
card division to form Capital One.
Thats an understatement: earnings
At Signet, he moved up through the
were $50 million the year it was acquired
ranks until he become the banks chairman
and grew to over $300 million in 1993,
and CEO in 1996. In 1997, First Union
when he became CEO. When he retired
acquired the bank, and in 1998 McDonald
in 2000, earnings were over $1billion.
retired. If youre ethical, talented, and
Thats a compound growth rate of over
prepared, its amazing how much luck you
20 percent, he notes.
will have, McDonald says. Luck doesnt
Hubers is a strong supporter of the
just fall on peopleit falls on people who
Undergraduate program expansion,
are prepared.
Sonia and Malcolm McDonald at the September
and he and Shirley support several
He attributes great parts of his success
2006 groundbreaking at Hanson Hall.
scholarships that allow undergraduates
on the East Coast to the sophistication
full support for their educations.
gained in his college days. He says, I was
I have a strong need to give back
competing against students from the
to the Carlson School, he says.
big schoolsWharton, Harvard, Yale,
It contributed to my success.
Princeton. My U of M education stood me
One reason for expanding the
in good stead.
Undergraduate program is to allow a
Its one of the reasons that the
larger number of qualified students to
McDonalds have committed to
attend. While Hubers welcomes healthy
supporting the new building. In particular,
competition, he recognizes drawbacks
hes designated a gift toward the career
Jim Campbell
to a Carlson School thats too selective.
center, which set him on his path. Im
Competition is good if its managed
very interested in the success of the
correctly, he says. The downside is that people who are very
undergraduate program, he says. The University is losing out
capable dont make the cut. Those people suffer, and so does the
on extremely bright kids because the Carlson School must be so
state because they end up going to school somewhere else. And,
selective.
quite frankly, thats why were expanding the program. Its to
Jim Campbell
accommodate more high-potential students from Minnesota.
In 2002, when Jim Campbell retired as CEO of Wells Fargo,
Malcolm McDonald
Minneapolis declared it Jim Campbell Day to salute his efforts
Malcolm McDonald, 60 BSB, grew up in Wadena, Minn.
in community banking. And Campbells hometown of Byron,
Early on, he knew he wanted to attend the University of
Minn., made it Jim Campbell week. Its hard to think of a more
Minnesota. From the time I was old enough to know what
fitting honor for the man nicknamed Mr. Minnesota.
college was, I was a fan of the football team, he recalls.
The year Campbell graduated from high school, the
Inever would have thought about going anywhere else.
population of Byron hit 350. Of the 24 kids in his highComing from a prominent family in a small town, he welcomed
school class, he ranked number two. Carmen, the girl at
number three, eventually became his wife. Were onetwelfth of our class, so we can have a reunion, Jim jokes.
After beginning his college career with the goal of becoming
an engineer, Campbell switched to business. Then-Assistant
Dean Keith Heller challenged Campbell to graduate in four
years, despite the switch of majors. Campbell met the challenge,
but his time at the Carlson School wasnt all work. He dated
Carmen, who attended the Universitys College of Education.
And a highlight of his college days was playing in the University
of Minnesota marching band at the 1962 Rose Bowl.
In 1964, he began his career with Northwestern
National Bank. After starting as a very junior loan officer,
he soon suggested the bank form an equipment leasing
company. The new division was an immediate successand
continues to be, as Wells Fargo Equipment Finance.
By 1979 Campbell was president of a division in Omaha.
In 1985, he returned to Minnesota, where he consolidated
28 branches that had been following different policies and
competing for business. Following a 1980s management
shakeup at the bank, he worked with a team that pursued
growth and acquisition. In 1998, a merger with Wells Fargo
began another chapter in Campbells career: as chairman and
CEO of Wells Fargo. I was there for 38 years to the day, he
says, but I was really with four very different organizations.
The Campbells philanthropy toward the University
has included generosity toward the Minnesota Landscape
Arboretum, the College of Education, and the marching
band, as well as the Undergraduate program expansion, an
undergraduate scholarship, and the Investors in Leadership
Distinguished Chair in Organizational Behavior, held by
Dean Alison Davis-Blake. In addition, Campbell supports
Opening New Doors

Herbert Hanson believes in giving back.
The results are showing.
Herbert M. Hanson, who hails from Browns Valley, Minn,
carries his small-town values into the world of investment.
In 2006, Hanson was honored with an Outstanding
Achievement Award by the University of Minnesota. The
award is given for unusual distinction in a profession, for
outstanding achievement, and for leadership.
Herbert Hanson based his service to country and
community on his belief in opportunity, young people,
and giving back, says Carlson School Dean Alison
Davis-Blake. He founded a highly successful investment
firm that allowed him to dedicate himself to others
education and ensure that thousands of students have
the same chance at economic and personal success.
In 1999 Hanson established the Arthur R. Upgren Chair
in Investment Management in honor of the professor who
helped him get his start. In 2004, Hanson and his wife,
Bar, kicked off a fundraising campaign for the schools
much-needed expansion with a $10 million commitment.
His cornerstone gift helped garner legislative support
for the project. Hanson has also served on the Carlson
Schools Board of Overseers, on the Carlson Funds
Enterprise Board, and as president of the University of
Minnesota Alumni Associations San Francisco chapter.
K. H.
Hanson Hall. Even so, theres no doubt that Campbells most

important gift to the school is time: He served as interim codean before Alison Davis-Blake took the helm in July 2006.
Theres a theme here, Hubers says. We grew up with a set
of values that helped us succeed in the business world. But we
also had instilled in our values the need to give back. Thanks
to these alumni and so many others, the Carlson School can
continue to serve small-town students with big dreams.
Katy Holmgren
A Key Board
The Carlson Part-Time MBA leadership advisory board helps enhance the experience
of students enrolled in the program.
The Carlson Part-Time MBA leadership advisory board,
formed in January 2006, serves as a student government for
the 1,700 to 1,800 students enrolled in the program. The 20
board members, selected through a nomination process, each
serve a two-year term.
The board takes the pulse of the programs diverse
students and interacts with the Carlson Schools
administration on issues relating to the Part-Time MBA
experience. It also holds a Salute to Students week each
April, and works to build connections between all Carlson
School students. In February, the organization hosted a
lecture by Timberwolves owner and Taylor Corp. founder
Glenn Taylor to kick off Leading for Tomorrow, the first
lecture series that Part-Time MBA candidatesmost of whom
have day jobscan attend, thanks to its evening schedule.
These events are a positive way to build community
among Part-Time MBA students, says Rebecca Monro, a
Part-Time MBA candidate and advisory board member. With
work, family, service, and friends all competing for our time
10
and attention, making connections with each other can be a

challenge. The board and the administration are committed to
strengthening interactions between studentsand also with
alumni and the greater community as well. We want our work
to enhance the experience of future Part-Time MBA students.
photograph by tim rummelhoff
At r i u m
Transforming
the U
Whats going on
around campus
thesedays? Plenty.
With a goal of becoming one
of the top three research
universities in the world,
the University of Minnesota
is committed to excellent
students, world-class
faculty, and responsible
stewardship. Heres a quick
update on some of the latest
developments:
nThe
Ashraf Seifeldin
Close to Home
A Carlson School undergraduate class learns
to think globally, act locally.
photograph by sher stoneman
As he was planning out his undergraduate

course on international business, Carlson
School Senior Lecturer Ashraf Seifeldin
decided on a unique twist. Instead of just
lecturing about the topic, he assigned
the students a big project: how to make
Minnesota globally competitive by 2025.
During the first part of the course,
students analyzed a country and a global
Fortune 500 corporation. Then they
researched global economic trends and
how they affect the United States and
Minnesota. I felt it was important that
the students have hands-on experiences
in how to use international business as a
base to look at the future of their work,
their future careers, and the future of the
country and the world, says Seifeldin,
who is at the Carlson School while on leave
from Cairo University. I taught them all the
basic concepts of international business,
but focused on the state of Minnesota
and where it fits on a global scale.
Seifeldin also involved the Minnesota
Trade Office, bringing in international
trade representatives Jodi Boerner and
Tim Odegard to speak about Minnesotas
economy and its foreign trade sector. The
pair later returned to listen to the students
presentations on Minnesotas global
competitiveness and give feedback.
During the fall semester of the MGMT
3040 class, students research determined
that the service sector in Minnesota
needs to take a more global approach.
Building on those findings, Seifeldin
current U of M
Scholarship drive is the
largest in Minnesota history.
Approximately 6,700 of the
43,000 undergraduate and
professional students at
the Ureceive scholarships
created through gifts to the
U of Mup from 4,865 when
the scholarship drive began.
nThe
assigned his spring students to closely

examine education, health care, and
insurance, identifying how businesses
in these sectors can achieve that aim.
Its important for students to see the
link between their state, country, and
the global economy, says Seifeldin, who
has served as an emissary between the
Egyptian government, business, and
international organizations. We need
new thinking and new tools, and we
need visionary leaders and responsible
global citizens. By working on the global
competitiveness of their state, the students
feel the responsibility for Minnesota and
think about it in a broader perspective.
That was the case for Anjali Murray,
who took Seifeldins course in the fall. It
was definitely eye-opening and one of
the most influential classes that I took,
says Murray, who earned a degree in
marketing this spring. The class prompted
her to change course in her job search,
seeking a position with an international
pharmaceutical corporation that has
a presence in the United States.
It was a very new topic for me. I had
a couple of marketing courses where we
touched on the challenges of marketing
in a global economy but nothing on how
globalization will affect us as individuals,
says Murray. It was interesting to learn
the global aspects of competitiveness.
It was also one of the more challenging
courses I took at the University.
Suzy Frisch
University is attracting
new faculty with a campaign
voiced by Twin Cities native
Garrison Keillor.
nThe
Wall of Discovery, a
253-foot-long artistic tribute
to the process that leads to
great moments of discovery,
has been installed on the
north side of the Electrical
Engineering and Computer
Science Building. The
display includes Seymour
Crays calculations for his
supercomputer and notes
from Dr. C. Walton Lilleheis
breakthrough open-heart
surgery.
nNew
interdisciplinary
centerssuch as the Center
for Integrative Leadership
and the Institute for the
Environmentare leveraging
the breadth of U research
and expertise for the public
good.
nThe
University is sharing
information about how its
researchers change lives
with Driven to Discovera
campaign that lets people
ask University experts,
including Carlson School
professors, big questions
to get real answers. Visit
discover.umn.edu to ask
your own.
11
Can common prairie grass

function as a competitive
biofuel source? A group
ofCarlson MBA candidates
aims to find out.
Ray Ventura, Kevin

Triemstra, Leonard Mathu
and Miguel Castillo
Creating a new market is a balance of

science and art, says Carlson School MBA
candidate Ray Ventura. Economic models
and market studies are only half of the
solution. Politics, diplomacy, and lobbying
make up the rest.
As part of their experience in the
Carlson Ventures Enterprise, Ventura and
a group of other MBA candidates (Miguel
Castillo, Leonard Mathu,
Charles Peterson, and Kevin
Triemstra) are uncovering
the challenges of bringing
a new source of biofuel
prairie grassto market.
There is currently a lot of
momentum behind biofuel
and alternative energy,
Peterson explains. However,
there are many potential
conversion technologies
and biofuel sources.
The students are
assessing whether the
grasses can be incorporated into the
United States current energy and policy
incentive infrastructure. As part of their
work, they are developing a detailed analysis
of the biofuel market, including estimates
of the income level needed for farmers
to find the grasses an attractive crop.

The project is the pilot of Innovation
by Design, a multidisciplinary initiative
designed to foster collaborative innovation
among students, faculty, and industry
in a way that will help uncover highpotential business opportunities. The
Carlson School is a strategic partner
in this University-wide initiative. The
students have also collaborated with a
diverse group of partners, including the
Nature Conservancy and the Hubert H.
Humphrey Institute of Public Affairs.
G. David Tilman of the University of
Minnesotas Department of Ecology,
Evolution, and Behavior conducted
research that indicates low-input, highdiversity grasslands are carbon negative
and have superior energy potential.
Tilmans groundbreaking discovery
received international attention, including
a cover spot in the prestigious scholarly
journal Science. This project has been
an incredible ride, Ventura says, By the
time our team had started work with Dr.
Tilman, his research had already generated
considerable media attention. From day
one, we could sense the excitement around
us, as well as the importance of our work.
Katy Holmgren
Whats the Big Idea?
Back to School
Attention entrepreneurs and

inventors (and investors):
Somewhere in Minnesota, the next
big thing is waiting to be found.
Carlson School alumni reunite at the 2006 Homecoming Weekend.
Will the Minnesota Cup unveil the next big

thing? The annual, statewide competition,
which launched on March 30th and
took submissions through May 25th, will
announce its winner later this year. The
competition is open to all industriesfrom
high tech to high touch, bioscience to
retail, agriculture to social venturesand is
designed for entrepreneurs, inventors, and
anybody with an innovative business idea.
Previous winners include John Berger,
93 MBA, and David Emmonsboth
U of M engineering grads and friends
since seventh gradewho created an
optical switch that might transform
the fiber optics industry. Last years
new student category was won by
06 BSB graduates Travis Boisvert,
Ryan Broshar, and Joe Collins.
For more information, see
breakthroughideas.org.
12
Last fall, the Carlson School welcomed alumni back to campus for an all-school
reunion, which coincided with the 2006 Homecoming Weekend. Alumni from
as far away as Malaysia returned to campus to mingle and reminisce with each
other and with current students.
An alumni dinner provided
an opportunity for alumni to
catch up with old friends. At the
dinner, the first-ever Friend of
the School Award was presented
to Harald Mallwitz, 84 BSB, who
works with alumni in the north
Texas area to support a University
of Minnesota scholarship. On
Saturday, the Carlson alumni
attended the Homecoming game
to cheer the Gophers to victory
over the University of Indiana.
All alumni are invited
to the Carlson School
for the next all-school
reunion on Friday, Nov. 2, 2007, and the University of Minnesota
Homecoming game on Saturday, Nov. 3, 2007. This reunion will be
even bigger, and everyone is invited. Graduates celebrating five, 10, 25,
and 50 years after graduation will be particularly honored. For more
about Reunion 2007, please visit carlsonschool.umn.edu.reunion.
photograph by tim rummelhoff
Seeding the Prairie
photograph by gary smaby
At r i u m
5 Things Ive Learned
John Morrison
58 BA, on leadership, challenges,
and the value of mistakes.
John Morrison is a recent winner of the
University of Minnesotas Outstanding
Achievement Award, the Universitys highest
honor. The award recognizes what has been
a distinguished career. In 1988 he established
the Central Bank Group in Minneapolis and
has bought more than 50 struggling banks
around the country in the years since. His
financial and management expertise has
also been critical to the successful merger
of the University of Minnesota Hospital and
Fairview Health Care systems, as well as
the restructuring of Allina Health System
at the request of the Minnesota attorney
generals office. In 1988, an endowment to the
University of St. Thomas College of Business
established the John M. Morrison Center for
Entrepreneurship, one of the first such centers
in the nation. Morrison and his wife, Susan,
give 25 percent of their annual income to
a foundation for education and health care
causes.
Heres what Morrison says hes learned
about business and life along the way.
[1]Mistakes are valuable
Ive made so many mistakes that I couldnt
even put them on a football field! I used to
fly, but after crashing three times, now I only
ride in the back seat! I flipped a motor boat
and broke about 800 bones in my body.
I also tried to invent a sleep machine that
would give you eight hours of sleep in one
hour, using a car battery, electrodes, and
headphones. I was lucky I didnt electrocute
my friend.
Id rather hire a person who has made
mistakes than one who hasnt. Someone
who has gone broke and filed for bankruptcy
rather than someone whos had a straight-up
move has learned a lot more and is hungrier
and willing to take advantage of what he
or she has learned from those mistakes.
John Morrison
[2]Lead by getting out of the way

My style is to pick people to do a project and step back and
let them go forward and let them make mistakes. I try as much
as possible not to take the lead role.
photograph by karen bartlett
[3]Do what they say cant be done

I like challenges. If someone says it cant be done, its like
throwing gasoline on a firemy fire. Right out of school,
I started a construction company. Then an insurance
companyand I would be remiss if I said I knew anything
about insurance at the time. And then someone asked if I
would like to be on the board of a small bank that got into
trouble, and somehow we figured out how to get it out of
trouble. Most of the banks we purchased over the years were
in trouble, had been taken over by the government, or were

being foreclosed on, and we made them successful, which
was important for a lot of people and communities.
[4]Focus on one project at a time
I never really had business goals. I just tried to do one project
at a time and make that successful and move onto the next
one. I never tried to make a certain amount of money or grow
[a company] into a certain size.
[5]Dont take yourself too seriously
Young people dont need old guys telling them what it was
like in 1912 when you really needed to polish that buggy whip.
You need to let them take their new ideas and do their own
thing.
Sara Aase
13
14
photograph by gary bistram
Xueyang Larry He
In Search of Excellence

For the last 100 years, engineers, mathematicians, managers,
and industrial psychologistsand more recently, academics

have been searching for the keys to continuous improvement
and quality results. Are we getting closer today?
Xueyang Larry He, 04 MBA, understands how difficult it can be to put
by Mary Lahr Schier
quality principles into action. A member of the process excellence

team at G&K Services, a Minneapolis-based uniform rental
company with 7,000employees across the United States, He
travels the country helping G&K workers implement processimprovement projects. Recently, he helped employees determine
how to reduce errors in uniform deliveries. In another project,
he worked with employees assigned the tedious but vital task
of counting soiled uniforms returned to the company.
These efforts will make G&K a more efficient organization
and solidify its standing with customers, but some days, its
tough. G&Ks customer base varies enormously from location to
location, as do the facilities and past work practices. We want
to get to excellence, says He. But with some locations, just
getting to the company average would be a good first step.
As He knows, quality improvement projects will make his
company stronger, more profitable, and more nimble in a
changing marketplace. But sustaining those quality efforts
really pursuing perfectionin the face of day-to-day challenges
can tax even the most ardent proponent of quality systems.
Asked to name companies that have mastered quality, Paul ONeill,
a former secretary of the U.S. Treasury and the CEO credited with
making Alcoa a leader in workplace safety, pauses a moment. A lot
of companies are getting pretty good, but in terms of perfecting
quality, Toyota is the only one that has a full system going, he says.
After that, its hard to find anyone that has achieved perfection.
But folks like Larry He will keep trying. It doesnt matter
what you call it or how you package it, he notes. Every
company needs to have some system for improving.
15
photograph by david hume kennerly/getty images
Paul ONeill
Quality Characteristics
What characteristics define a quality organization? Paul
ONeill, Jim Buckman, and Kevin Linderman offer some
to consider:
n
Common set of definitions within the organization.

People tell the truth.
Common training for employees.
n Respect
for human beings and the creativity and skills

they bring to their jobs.
n Leadership
that is committed to perfection and to the

improvement process.
An unwillingness to compromise ideas for expediency

or convenience.
n No
excuses.
n Rapid
transfer of learning within the organization,

even across great distances and varying languages
and cultures.
M.L.S.
For about 100 years, engineers, mathematicians, managers,

industrial psychologistsand more recently, business school
professorshave tried to figure out how to achieve continuous
improvement, to get as close to perfect as possible. Quality
efforts have surfaced under so many names, some consider it
faddish: scientific management, quality control, the Toyota
production system, quality circles, total quality management, lean
manufacturing, ISO 9000, and Six Sigma, among others. Since
1997, the Joseph M. Juran Center for Leadership in Quality, which
is housed at the Carlson School, has been providing executive
and leader education, research in quality issues, and a forum
to discuss how quality can shape organizations in the future.
Joseph Juran once joked that he had seen quality die six
timesfortunately, it came back to life seven times, says Jim
Buckman, codirector of the Joseph M. Juran Center. These
are important methodologies. They all work in some way or
another, because they all have the same fundamental DNA.
A brief history of quality
The quality movement started a century ago with two engineers

and a bricklayer. Frederick W. Taylor, considered the father of
16
scientific management, was the son of a wealthy lawyer. As a

child and young man, he compulsively measured, counted, and
invented things, even designing the tennis racket he used to win
the doubles title at the first U.S. Open Tennis Championship in
1881. Though he could have spent his life managing his familys
money, Taylor apprenticed himself to a pump factory and
later spent more than a dozen years working for Midvale Steel
in Pennsylvania. It was there he began conducting time and
motion studies to figure out the one best way to do a job.
Along the way, he met Henry L. Gantt, creator of Gantt
charts for managing workflow, and Frank B. Gilbreth, the
bricklayer whose fascination with the varied ways that
bricklayers worked led him to a scientific study of their methods
andalong with his industrial psychologist wife, Lillian
Gilbrethto a career helping companies improve efficiency.
These pioneers introduced the idea of a scientific method
for understanding work. It was an important development:
Until then, many managers were clueless about how the
tradesmen who worked in their factories operatedin large
part because the tradesmen did not want them to know. Taylor,
Gantt, and Gilbreth shared a sometimes rigid sense that there
was a single correct way for operations to be performed.
During the 1920s, Walter Shewhart, an engineer and
mathematician who worked for Western Electric and Bell
Laboratories, introduced the idea that statistics could be
applied to improve processes and increase quality control. He
also believed in the necessity of a continuous cycle of learning
and improvement. He tested some of his theories at Western
Electrics Hawthorne Works in Chicago, where a young engineer
named Joseph Juran worked in the inspections department.
A recent graduate of the University of Minnesota, Juran had
worked all over the Hawthorne plant and had a deep knowledge
about how the plant operatedand how it could work better.
During the same period, Shewhart met his other star pupil,
W.Edwards Deming. Between them, Deming and Juran would
shape thinking about quality for the rest of the 20th century.
Many quality tools still in use today were created and
refined by Juran, Shewhart, and Deming during World War
II. Their efforts introduced U.S. factories to control charts,
lot sampling, improvement cycles, and even value analysis
during the industrial buildup around the war. Their methods
of quality control and sampling were considered to be such
powerful tools that they were classified as military secrets,
says Kevin Linderman, associate professor of operations
and management science at the Carlson School.
After the war, Juran and Deming went to Japan to help
rebuild the economy there. The story is that [Gen. Douglas]
MacArthur couldnt get the phones to work in Japan, says
Linderman. So he asked them to come over and help.
Deming and Juran separately toured Japan, giving lectures
to industry leaders about their quality-improvement methods.
Unlike many U.S. executives, who at the time enjoyed an
enormous advantage over other manufacturers in the world and
felt no need to improve, the Japanese listened, says Linderman.
ONeill has been

working with
hospitals recently.
He believes
that half of the
$2trillion spent
annually on
health care in the
United States
is waste, and
that thousands
of Americans die
too early because
of inefficiencies
in the health care
system.
The rest of the story is well-known business history. Using
quality methods taught by Juran and Deming, the Japanese
developed better, cheaper products and began to take an
increasing share of the U.S. market in a range of industries.
While U.S. companies working with NASA on space programs
began using quality methods in the 1960s, it wasnt until the late
1970s and 1980s that they started to get serious about quality.
Methods like Total Quality Management were popularized
by Phil Crosby and other authors, which led to further
developments in quality systems, such as lean manufacturing,
the Baldrige National Quality Program, and Six Sigma.
From the outside, these may look like fadsand
companies that choose fads dont do very well, says
Linderman. But companies are building their capabilities
one at a time, so there is a journey that they take.
Consider the example of General Electric. In the 1980s,
when Jack Welch became CEO, he laid off workers and
instituted a program called Work-Out, which was designed to
streamline processes and reduce barriers between levels of the
organization. Later, the company pursued a program called
No. 1, No. 2, which involved setting the goal of being first or
second in any product line in which GE competed. Currently,
Six Sigma methods are used at GE. These may look like fads,
17
Joseph juran
Jurans Legacy
Joseph Jurans remarkably long
and productive career spans nearly
all aspects of the quality movement,
and his ideas permeate modern
management.
Ever heard of the 80-20 rule? Thats another way
of describing Joseph Jurans Pareto Principle, an
idea he put forth in the 1930s to help managers
separate the useful many from the vital few.
Named for Italian economist Vilfredo Pareto, the
rule states that 80 percent of the consequences
come from 20 percent of the causes. Jurans
1951 Quality Control Handbook is still in print,
and his 1964 book, Managerial Breakthrough,
was the first to describe step-by-step methods
for making significant quality improvements.
His idea of the quality trilogyquality planning,
quality control, and quality improvementforms
the basis of many of todays quality programs.
Born in 1904 in Romania, Juran immigrated
to Minneapolis with his family at age eight. He
graduated from the University of Minnesota
with a degree in engineering at 20 and went
to work for Western Electric in Chicago. There,
he began working on issues of statistics and
measurement. After World War II, which he
spent redesigning processes to speed the
shipment of goods to U.S. allies, he went out
on his own as a consultant, beginning a long,
happy, and fruitful period of writing, lecturing,
and advising organizations in Japan, the United
States, and elsewhere on how to work better.
In 1997, Juran transferred the Juran
Foundation to the University of Minnesotas
Quality Leadership Center. The move created
the Joseph M. Juran Center for Leadership
in Quality at the Carlson School to provide
research and education on quality issues.
Juran himself officially retired in
1994 at age 90; he continues at 102
to live quietly with his family.
M.L.S.
18
notes Linderman. Many people dont understand that Welch

spent a decade improving these programs, says Linderman.
The many approaches to quality stem in part from its two leading
thinkers. Deming and Juran both locked onto the importance
of quality, but they had very different views of it, says Buckman.
Deming was more of a philosopher. He considered joy in work to
be essential for human beings and argued that organizations were
sinful if they did not recognize this. He was more anti-management.
Juran took a more practical approach, Buckman adds. He
viewed quality as common sense, and if companies were resisting
something that was just plain common sense, he wanted to
understand why.
These social aspects of quality fascinated Juran, who
corresponded with famed anthropologist Margaret Mead to
try to understand resistance to quality. It was not until the
1980s that he grasped the powerful potential of work teams.
Why quality works
and why it doesnt
While quality has been credited with improving operations in

many organizations, few achieve a real embedding of quality in
the organization, says Buckman. He characterizes organizations
as being at one of three levels. Most get to only the first level, in
which the organization embraces lean principles or Six Sigma
and institutes some aspects of the program, but the quality
operations are isolated or fragmented. Most organizations
run out of something after a year or two, says Buckman,
noting that the executive motivating the program often leaves
or is distractedoften by short-term financial goals that get
in the way of the investments needed to achieve quality.
A few organizations get to the next level. They have what
Buckman calls infrastructure alignment around quality. The
companys marketing, finance, human resources, information
systems, and supply chain revolve around quality concerns.
Divisions of the organization begin to exchange information
about best practices. Ford, Motorola, Corning, and Xerox are all
companies that have achieved this second level. No one would
imagine that a company would go through all the challenges of
doing this and then give it away, says Buckman. But it happened.
A select few companies reach the level where quality is
enshrined in ways that cannot be ignored, says Buckman.
When quality becomes a primary factor at the governance
level, when its integrated in the management systems,
when the board of directors and top executives use quality
to determine strategy, when quality is a factor in leadership
succession decisions, then organizations begin to see enormous
synergy and resilience. Quality organizations dont rely
on a CEO, says Buckman. Most people cant name the
CEO of Toyota, because it doesnt matter who the CEO is.
The quality systems will be there now no matter what.
People who have a grasp of quality have a really visionary
approach to the future, he adds. People like Paul ONeill look
at the world as terribly, horribly underachieving its potential.
Changing the questions
ONeill, a member of the Joseph M. Juran Centers board of advisors,

is optimistic about the potential of quality thinking to reshape
service organizations. Hospitals, prisons, and government agencies
are beginning to use quality tools. Additionally, more organizations
business and nonprofits alikehave begun to ask the ultimate
question quality methods raise: What is the best we can do? ONeill
calls this the theory of limitations. Buckman labels it the pursuit of
perfection. What is the best outcome possible? For manufacturing
companies, no waste may be perfect products with on-time delivery,
and no losses due to workplace injuries.
ONeill has been working with hospitals recently. He believes
that half of the $2 trillion spent annually on health care in the United
States is waste, and that thousands of Americans die too early because
of inefficiencies in the health care system. These inefficiencies include
everything from prescriptions that have to be refilled because the
pharmacist could not read the doctors handwriting to surgeries
performed on the wrong organ to hospital-acquired infections that
kill people. Using the theory of limitations, health care providers
must ask what is the best outcome possible, and often the answer
is zero. That is, no hospital-acquired infections. Five to 10 years
ago, people were not even willing to have this conversation, say
ONeill. Now there are enough people who have decided that
the benefit of telling the truth is so great its worth the risk.
Telling the truth means rethinking how medical errors
are treated. When an incident occurs, employees must
immediately identify everything that went wrong and have the
people doing the work identify what permitted this excursion
to be possible and to share it with others, says ONeill.
Without the immediacy, the transparency, and the willingness
to share, much of the learning from mistakes is lost.
More hospitals are setting up error review committees, he
notes, but they often cannot react fast enough. By the time they
get around to discussing the issue, all the circumstances that
permitted the excursion have vaporized. Who forgot to wash their
hands? Who put on an infected gown and how did that occur?
Adds Buckman: Once you see things in this way, the whole
organization has to change, and that is very uncomfortable.
But more organizations are willing to move toward the ultimate
question. The Joseph M. Juran Center, for example, is working
with the Minnesota Department of Corrections on how quality
methods can be used to get at the lowest possible rate of recidivism
among prisoners. Technology also has enabled companies to share
best practices. If you have an issue and you work for 3M, no matter
where you are in the world, you can probably find 50 to 70 similar
issues and you can learn from those experiences, says Buckman.
Quality wont save a company from poor strategy or picking
bad leaders or bad governance, but the results can be pretty
good, he adds. Quality is a lot like having a great defense
and special teams in football. Having a great defense wont
win every game for you, but it will keep you in the game.
Quality wont save

a company from
poor strategy
or picking bad
leaders or bad
governance, but
the results can
be pretty good.
Quality is a lot
like having a great
defense and special
teams in football.
Having a great
defense wont win
every game for you,
but it will keep you
in the game.
Jim Buckman
Mary Lahr Schier is a Northfield, Minn.-based freelance writer.
19
Follow the Leader

Even in the best of times, leadership is never easy.
Add stress and challenging situations to the mix,

and the job becomes infinitely more difficult.
As these Carlson School graduates have learned, however,

challenges are what prove someones true mettle
and what helps create genuine leaders.
When the subject is business leadership under duress,
by Kevin Featherly
20
there is a story Kevin Cashman likes to tell. Cashman

is a columnist for Forbes.com and the founder of
LeaderSource, a Korn-Ferry leadership-development
consultancy that facilitates an annual Carlson
School program on authentic leadership.
In Cashmans tale, a fast-growing public company
has found itself in trouble with the media over a serious
operations error. An emergency board meeting is convened.
The companys chief operating officerthe person at
the spear point of the controversytakes the floor and
reveals a brilliant game-saving public relations strategy.
He told a story about how this could be pitched
to the media and the customers, recalls Cashman,
who worked with the company in question, though
he wont name names. Everyone fell silent,
because they all knew he had the solution.
There was one problem, however: The story wasnt
true. But it was plausible, Cashman says, and the board
knew they had a way out if they wanted to take it.
But as Cashman adds, the chairman wasnt having any of it.
Susan Rani
Do you want to look good, he said to the chief operating

officer, or do you want to make a difference? In the end,
Cashman says, the company decided to take the hit. It
told the truth, took responsibility. Things soon got tough,
but that brave choice ultimately saved the company.
Crisis does not build character, the ancient Greeks said. It
reveals character. The common thought is that we go through
tough times and get stronger, says Cashman. Not necessarily.
Some people go through a crisis and start spinning more.
But inauthentic leadership is not good leadership.
Few would argue that the three business people in the
stories that follow lack for either authenticity or strong
leadership. Each is a Carlson School graduate, and each has
endured the roils, eddies, and knocks of business challenges
to emerge as genuineand authenticleaders.
The epiphany
It had been an all-nighter. Susan Rani, president of St. Paul, Minn.based Rani Engineering, had given a client a promise and she
aimed to deliver. But 2 a.m. came, the crew was still at work and
deadline was only hours away. The project was doneeverything,
that is, but one key little task. Time had simply run out.
Five hours later, Rani was on a plane to the clients office,
accompanied by 100 lbs. of paper plans and project specifications.
But she couldnt stop thinking how she had failed to complete
that one little task. I dont deserve to run a business, she
remembers thinking. My staff had to work nearly all night to
get this work done. Maybe I really need to rethink my future.
Rani arrived at the clients office and asked a security guard
to tell her client shed arrived. My client came down right
away, she recalls. He sounded surprised that I was there at
9 a.m. Later on, as I was talking to him, he said, Susan, you
would be amazed how many consultants dont show up. He was
thrilled to see me, because I had met a milestone for him.
That incident four years ago taught Rani a valuable lesson in
business leadership. She learned she had been worrying about
all the wrong things. I had judged what we needed to do based
on my standards, she says. I failed to ask what was important
for my client. I was very late in learning that, but I got it.
A native of Korea with a bachelors degree in civil engineering,
Rani earned her MBA from the Carlson School in 1994. She
earned her professional stripes working for the U.S. Army Corps
21
. . . the key to making the tough decisions is laying

the cards on the table. . . . To me, that is the
absolute foundation of what you need to be
as a leader. You have to be honest with people
and tell them what the game plan is.
22
Lee Jones
of Engineers, the Minnesota Department of

Transportation, and the Bechtel Corp. global
engineering and construction firm. Still, as
a woman, she was a rarity in the engineering
world. When she launched her own business,
she met resistance; some potential clients
assumed that as a woman-led business, Rani
Engineering was a product of government
grants, and thus lacked credibility. The
financial community was no more receptive.
We got our first financing from 19.8
percent interest credit cards, she laughs.
But she got Rani Engineering off the
ground as a one-woman shop in 1993, building
it over the years into a robust 15-employee
consultancy. Today her company has plenty
of impressive projects to its name, including
the parking lots, utilities, and drainage
systems for the Hiawatha Light Rail Transit
Line rail stations in the Twin Cities.
The growth has been slow and steady, she
says, though the demands have noticeably
shifted. Now its an organization that I
need to provide leadership for, she says.
Part of the reason the Chicago lesson came
so late, she suggests, is that she had so few
role models. Wisely, she looked for guidance
wherever she could find it, even pumping her
insurance underwriter to find out how business
owners that he knew were approaching
various difficulties. She learned still more by
observing clients, rereading all her Carlson
School textbooks, and by taking inspiration
from the likes of Nelson Mandela and Gandhi.
She became, she says, an information sponge.
The Chicago experience provided
If [one thing] doesnt work, you could

change your mind and try something else.
You cant commit yourself so much to something
that you cant back out.
an additional key realization, one she now passes onto her
employees: The important thing for a business is what the
client wants, needs, and expects. That means her employees
must become experts at listening and asking questions. In turn,
she says she has learned to listen better to her employees.
In the final analysis, she says, nothing is more important
for business leaders than to be fully aware of what is
going on around them, and to be straight up with people
about that. I have a business to run, she says. There are
expectations that the payroll will be met, and decisions
have to be made that are will not be considered popular,
or even nice. Knowing that helps me stay authentic.
Selling out
Lee Jones, who earned a Disability Policy & Services certificate

in 1995 from the Carlson Schools Executive Education, considers
herself a nobody right now. What that really means is that she
has accomplished the job she spent the last decade trying to
fulfill and is now taking a break. In December 2005, Jones sold
her company, Eden Prairie, Minn.-based Inlet Medical Inc.,
to CooperSurgical of Trumbull, Conn., under favorable terms.
She had grown the medical device company from $120,000
to more than $10 million in revenue by the time the sale was
consummated. She stepped down from her post as CEO in
December 2006. I had basically been hired to ramp up the
company and sell it, she says. That was the whole goal.
Unfortunately, complications intervened. Inlet was built
to serve a potentially enormous womens health marketits
lathroscopic surgical kits were marketed primarily to
gynecologists. But that market cooled just about the time Jones
arrived. Unruly economic conditions followed. First came the late
1990s Asian junk bond crisis, which made investors skittish. Those
investors then threw caution to the winds for the dot-com boom,
only to fall into a prolonged silence when the boom went bust.
Jones says there were offers to buy Inlet in 2000 and 2001,
but none were good enough. My job was then to take it and sell
it for what we really neededto take the next step, she says.
The company had grown rapidlywith 50 percent annual
revenue increases for six years running. Jones had also managed
to raise more than $6 million in equity capital. All that growth
required many changesincluding the systematic replacement
of a number of employees and other painful moves that were
necessary to make the business salable. The good thing, she
says, was that the company was private, which gave her the
leadership flexibility to experiment with various business
approaches. If [one thing] doesnt work, you could change
your mind and try something else, she says. You cant commit
yourself so much to something that you cant back out.
But backing out of a decision can be traumatic. Jones had

spent a number of years as a Medtronic engineer before going
out on her own, so her expertise was technical, she says. That
led her to see sales as a blind spot. Thus, it seemed logical to
hire a series of sales specialists to run the sales department.
None of them worked out. What I really should have done,
she says, was pick somebody who understood management.
She finally hired a sales executive with expertise in
departmental management, and things began to flow
more smoothly. Eventually, Jones built the company up to
a point where it became attractive to the right bidder.
Its never fun to let people go, but sometimes there is no
choice. For Jones, the key to making the tough decisions is laying
the cards on the table. To me, that is the absolute foundation
of what you need to be as a leader, she says. You have to be
honest with people and tell them what the game plan is.
Jones adds that she ultimately realized that the issues Inlet
faced were not so different from other companies problems.
She learned to trust her own judgment. She didnt figure out
things alone. She hired a consultant to sit in on meetings, watch
her at work, and give her feedback. She talked confidentially to
peers. She began attending executive roundtable groups. One
thing that Ive been lucky about is to have the opportunity to
learn in the Twin Cities through places like the Carlson School
and others, she says. Because you dont have all the answers.
There are other ways that you can learn besides trial and error.
The shine on the shoes
Floyd Adelman, 67 BSB, is one of those Minnesota resources that

Jones refers to. His Inner Circle Twin Cities group brings small
groups of entrepreneurs together to talk through business issues,
give each other feedback, and lend advice. Adelman serves as
facilitator. He is also a well-tested business leader in his own right.
Adelman is the scion of an entrepreneurial familyhis
grandfather launched an auto parts store in 1919, and the family
eventually bought the Crown Auto chain. Adelman himself
was CEO of Crown when the business was sold to Checker
Auto in 1988. He then did a left turn, buying a Twin Citiesarea Jenny Craig weight management franchise and expanding
it to several stores. He sold those back to the companys
namesake in 1997 and took a full-time position as an executive
and leadership facilitator with Inner Circle that same year.
Adelman considers himself a nice guy, but says the interests
of the business always come first. That means leadership in
Adelmans world is a sometimes-draconian affair. He has been
known, for example, to counsel his Inner Circle clients to be slow
to hire, quick to fire. We hire too fast, he says. And then we
get feeling sorry for people, saying, Oh, theyre going to change
23
The biggest
thing Iprobably
learned as a
business leader
was how to
hold people
accountableto
step on their toes
without ruining
the shine on their
shoes. If people
dont understand
what youre
asking them to
do and theyre
not being held
accountable,
how is it fair to
measure them?
24
probably are feeling they cant handle [the job] anymore.

None of this is to say that employees are chattel. In fact,
Adelman says that any good business leader needs to treat his or
her employees well and with integrity. His own reputation as the
proprietor of his Jenny Craig franchises, he says, was that he was a
fun boss. The true business leader, he asserts, has a responsibility
to develop a career path for any employee. When a boss fires an
employee and that employee doesnt see it coming, then the boss
has made a mistake, he says. In that sense, leadership is a process
of communication. The biggest thing I probably learned as a
business leader was how to hold people accountableto step on
their toes without ruining the shine on their shoes, he says. If
people dont understand what youre asking them to do and theyre
not being held accountable, how is it fair to measure them?
Kevin Featherly is a Minneapolis-based freelance writer.
Floyd Adelman
and theyre going to be better if we move them to this position.

As Adelman adds, thats not real leadership. Rather,
it creates a situation in which the employee is in a bad
professional position. And we are not doing the right
thing for ourselves, he adds, by making a change.
Another of his maxims is that loyalty is overrated. There
have been times during his own days as a CEO when he has had
to release employees who had helped him build his business.
Its always a hard decision. But sometimes it happens that
the enterprise needs a new set of strengths. As he sees, there
is only one choice. I cant afford to keep the person who has
the wrong talents just because he has been there, Adelman
says. Generally, he says he has found that the decision to fire
such a person is eased by the discovery that the employee
has been struggling to stay afloat. You are usually doing
them as big a service as you are doing yourself because they
Soon Ang
Across
the
Divide
Carlson School graduate Soon Ang pioneers work in cultural intelligence.
Soon Ang knows leadership from both sides.
An academic researcher who earned a doctorate

in management and information systems from the
Carlson School in 1993, she pioneered cultural
intelligence as a field of study; academic departments
at universities around the world are now adopting it.
A 2006 recipient of the University of Minnesotas
Distinguished Leadership Award for Internationals,
Ang is also the coauthor of Cultural Intelligence, a
groundbreaking book that explores how individuals
can generate new and appropriate interpretations and
behaviors in response to unfamiliar cultural settings.
A follow-up work, Cultural Intelligence in Practice, is due
out this year.
[Much of my work] is about trying to assess
whether a person is ready to take on an overseas
assignment and to predict if they can perform well,
says Ang, who is executive director for Singapores
Center for Leadership and Cultural Intelligence at the
Nanyang Technological University business school.
These days shes also involved in a large-scale,
multiyear research project that is designing and
implementing a technology-based training system
to help Singapores military develop culturally
intelligent leaders. She also has had discussions
about performing similar work with the Defense
Advanced Research Projects Agency, the arm of the

U.S. government that developed the Internet. Those
conversations likely will continue this summer.
Ang says the concept of cultural intelligence
came to her decades ago when she first began
studying why American corporations were running
into implementation tangles when outsourcing IT
operations offshore. It wasnt a lack of technical
expertise, she discovered. It was the inability of
parties on both sides to cope with each others cultural
idiosyncrasies. For instance, programmers in India
would often agree to complete certain tasks, but
never get them done. The problem was cultural, Ang
says. In certain parts of Indian culture, many people
are afraid to reveal incompetence. The culture also
values harmonious relations, she says, meaning that
the word no is virtually taboo. So the programmers
would agree to do the work, but neglect to do it.
She says the idea is not to force people to adjust
their cultural mores. We are not trying to change the
value system. Its about trying to raise consciousness
and awareness, she says, adding that once people are
armed with the ability to pick up cultural cues, they
can devise solutions that allow them to get work done
without alienating or offending cultural sensibilities.
K.F.
25
No More Heroes?
New Carlson School research into leadership

is looking beyond some traditional ideas

and models of leadership.
The traditional image of leadership, of a heroic figure conquering
by Todd Nelson
26
challenges and inspiring followers to do their duty, has

long captivated the public imagination, not to mention the
corporateboardroom.
But with organizations facing a host of new and complex
issues these days, business researchers have begun to look
beyond the heroic leadership model. Among some, growing
skepticism of the heroic archetype has given rise to a sharper
focus on leadership as a collective phenomenon and led them to
explore processes that can complement individual leadership.
Others are looking for ways to connect leaders from different
sectorsprivate, nonprofit, academic, governmentalinto
coalitions that can address vexing social problems, from
local to regional, national, or even global in scope, that defy
organizational boundaries.
Some researchers trace the new focus in part to an
influential article written in 1989 by Carlson School Dean
Alison Davis-Blake. Davis-Blake, then an assistant professor of
industrial administration in the Graduate School of Industrial
Administration at Carnegie Mellon University, wrote the article
with Jeffrey Pfeffer, professor of organizational behavior in
the Graduate School of Business at Stanford University. The
article, titled Just a Mirage: The Search for Dispositional
Effects in Organizational Research, challenged the notion that
individual dispositionshow a person is inclined to actare
key determinants of his or her attitudes and behavior within an
organization. Instead, the article asserted that those traits are
unlikely to be as important as the situationthe context or the
organizational settingin which the person acts. Setting the
right contextincluding the leadership contextencourages
people with a wide variety of dispositions to act the way an
organization needs.
Dan Forbes
At the Carlson School, the researchs continuing influence

can be seen in the work of Daniel Forbes, assistant professor
of strategic management and organization. Forbes looked at
the behavior of people in leadership positions as he conducted
research in such areas as strategic-decision making, new venture
strategy, and corporate governance. Although Im open to the
idea that particular individuals may behave in ways that are more
or less effective in a leadership sense, I think my own research
tends to emphasize the way in which groups of people who are
charged with doing leadership tasks can operate more or less
effectively, Forbes says. Many scholars are taking a second look
at leadership with an eye towards the collective processes that
surround itas opposed to focusing exclusively on what particular
individuals do to lead.
Developing a new vision for cross-sector leadership is a
goal of the Universitys Center for Integrative Leadership, says
codirector Alfred Marcus, professor of strategic management
and organization. The Carlson School oversees the center
with the Humphrey Institute of Public Affairs. Working with
organizational leaders and key practitioners, the center hopes
to identify ways to cultivate new leaders who can unite with
counterparts from different sectors to confront such issues as
poverty and climate change. Frankly, I think a lot of leadership

development that goes on in the centers throughout the world
focuses too much on the individual and individual traits, Marcus
says. They assume some heroic proportion that an individual
can achieve by acquiring certain skills. I think leadership is more
about having vision, bringing issues to the attention of people,
working with people to solve problems.
Andrew Van de Ven, Vernon H. Heath professor of
Organizational Innovation and Change and a member of the
Center for Integrative Leaderships steering committee, says
single leaders will continue to be in charge of organizations and
institutions. However, he adds, the individual view of leadership
is an outmoded view for dealing with many of todays complex
problems. In pluralistic organizational situations, the savvy CEO
will not go it alone. Van de Ven says, These situations require
accommodating several different, legitimate bases of power. Thus,
taking an individual approach to leadership will not adequately
address issues that are more complex than any one CEO or
organization can handle. Any effort to do so will fail and leave the
leader or organization blind-sided. Thats what happens to many
leaders today who try to go it alonethey bet the ranch on the
wrong idea.
27
Daniel Forbes
collective processes, effective leadership
According to Forbes, one way to discuss leadership is to

refocus the unit of analysis away from individuals and toward
group settings or larger social units such as management
teams or networks of people that may be able to exercise
leadership abilities effectively. Its not to belittle the role of
individuals, but there are some complementary elements to
leadership, things that happen throughout the organization,
he says. People cant lead within a boardroom exclusively.
They have to leave that room eventually and carry with them
ideas and skills that they take throughout the organization.
My perspective is about emphasizing some of the collective
processes that can undergird and reinforce effective
leadership and also complement individual leadership.
For groups in the upper echelons of organizations to lead
effectively, Forbes suggests they need processes that enable
them to exchange information freely with people within and
beyond those groups. At the same time, those processes must
reinforce key beliefs and values. For example, hes careful to
distinguish between relationship conflict, which is generally
unhelpful to groups and organizations, and task conflict, which
can be constructive if handled properly. Says Forbes: Groups
can make decisions in ways that cultivate diverse perspectives
on a problem and also reflect some sense of procedural justice
if the decision-making procedure adheres to rules and norms
understood and accepted by everyone involved. [If done in
that matter,] the processes can lead to better decisions.
The growing emphasis on group roles in leadership in part is
28
Alfred Marcus
crossing boundaries, finding solutions
The inspiration for the Center for Integrative Leadership,

Marcus says, came from comments Marilyn Carlson Nelson,
chairman and CEO of the Carlson Companies, made after a
speech by former Pres. Bill Clinton at the Humphrey Institute
in 2005. She gave a very short speech where she called for
integrative leadership as being important for our society going
forward, Marcus says.
Integrative leadership means bringing together leaders from
different sectors to tackle challenges that are beyond the scope of
their individual areas. The first 50 years of the 20th century were
about the creation of the welfare state, where government became
critically important to people in a way that it hadnt been before,
he notes. The next 50 years were about the fall of communism
and were the period when marketsand all the dynamism
that comes with marketsbecame much more paramount and
dominant in the world. The 21st century, the next 50 years, will
be about coalitions, people working across the boundaries,
where leadership has to emerge to tackle issues that cross the
boundaries.
That approach may draw together leaders who typically
dont work together or who may be antagonists. At the same
time, those leaders will be working outside their usual processes
and hierarchies, which may be constructive. When you have
coalitions, alliancesjoint ventures, if you willfrom different
entities working together, the rules, the relationships are
more open and up in the air as to how they will be defined and
redefined, Marcus says.
The center has organized a number of seminars, some
emphasizing problem solving at a local level and dealing with
such subjects as poverty, county government, and the arts in
Minnesota. Other gatherings have tackled what Marcus terms
as 21st century leadership problemsissues presented by
rapidly growing, younger populations in the Middle East and
Africa; state failure in different parts of the world; U.S. foreign
debt; global climate change; and the peripheral vision challenge
that companies can face in which an issue that they may be only
partially aware of suddenly takes center stage. Its been a way of
my learning a lot and hopefully others learning a lot, Marcus says.
van de ven and marcus photographs by mark luinenburg
Andrew Van de Ven
a reaction to a historical tendency for people to focus excessively

on individual traits and behaviors, Forbes adds. Davis-Blakes
work was reacting to that extreme. The context of the behavior
is very important, he explains. When we want to understand
something that is happening in the world, we have to look not
just at what one individual is doing. What might be more useful is
to think about the context that the person operates in. What are
the various contextual influences that might lead this person to
behave in the ways he or she doesand which might lead people
in similar settings to behave in similar ways?
The Enron scandal is an apt analogy. While Kenneth Lay and
Jeffrey Skilling became household names, they hardly acted alone.
Its human nature, Forbes says. People are easier to pinpoint
than processes. Its easier to hold up a person for praise or scrutiny
than to think about the environment they came from. [With
Enron,] its probably a system thing that we have to understand.
The 21st century, the next 50 years, will

be about coalitions, people working across
the boundaries, where leadership has to emerge
to tackle issues that cross the boundaries.
Alfred Marcus
Andrew Van de Ven

acting jointly, exploring alternatives
Andrew Van de Ven says he couldnt point to a specific date when

the individual model of leadership became obsolete. But a past
experience from the computer industry is telling. Management
teams at only seven of 50 older firms survived the transition from
microcomputers to minicomputers, machines that bridged the
gap from giant mainframes to todays smaller personal computers.
We found that single-leader organizations failed, Van de Ven
says. CEOs had to be discharged, top management teams had
to be fired, and new management teams had to be brought in to
adapt the organization to these changes.

In short, challenging problems often extend
beyond the capabilities of individual leaders.
For many complex issues today, you dont know
where youre going unless you experiment and try
different alternatives as you go along, Van de Ven
says. There are different bases of leadership and
different bases of power that have to be accounted
for. Therefore, you dont have the right to pursue
your own personal course of action. Instead, you
need to work jointly with others.
The Center for Integrative Leadership will
seek to promote such an approach. Almost by
definition, integrative leadership requires collective
leadership, he notes. It involves building a
coalition and federation of leaders that have to
cooperate and mutually assent to courses of action for dealing
with a problem.
Such a method can work on problems of different scales,
from global-sized issues such as AIDS to regional issues such
as transportation. You also see that in larger, more complex
organizational settings, especially in fields that involve the public
and private [sectors], partnerships and associations of leaders are
needed to band together and run as a pack to address these kinds
of problems.
Todd Nelson is a Woodbury, Minn.-based freelance writer.
Pulling it All Together

The Center for Integrative Leadership has an ambitious agenda.
Anna Lloyd
The new Center for Integrative Leadership is aiming to solve the biggest problems of todaytackling
issues such as global terrorism that leave most of us scratching our heads.
The center is uniquethe only one in the world jointly managed by a business school and a school of
public affairs: the Carlson School and the Hubert H. Humphrey Institute of Public Affairs. The centers
approach is unique, too. Integrative leadership brings together scholars, practitioners, experts, public
servants, and others. It bridges cultures, genders, sectors, and borders, building on similarities and
leveraging differences. The goal? Address global challenges such as world hunger, global warming, health
care, free trade, disease prevention, equitable distribution of wealth, and international terrorism.
Unique global, national, regional, and local challenges face us in the 21st century, a time of increased
interconnection and rapid change, says Executive Director Anna Lloyd. At the Center for Integrative
Leadership, we work to meet these challenges and leave the world a better place.
29
5
Questions:
Jim Buckman
Q. The Joseph M. Juran Center marked its first decade
in existence this spring. How would you rate the centers
standing as it moves into its second decade?
A. Its fair to say that the Carlson School and the University of Minnesota have
greater depth and breadth in this area than any other university. But thats like
saying Moe is the smartest of the Three Stooges. Weve come a long wayand
we are doing better than anyone elsebut most business schools do not teach
quality enough. The real mission for the center over the next decade is to
develop communities of scholars within universities around the country that
are working in this area. There are only about 40 universities that matter in
terms of research and scholarshipand only about 20 of them teach quality
in any meaningful way. Currently, there are a handful of really good ones
Minnesota, Wisconsin, and Penn State, for example.
Q. Why is that?
A. Quality is outside of the traditional subject areas that business schools
teach. Unlike many other disciplines, such as engineering, most new ideas in
quality come from the field and then we academics come in later to explain
things. Were trying to change that and develop a body of knowledge on quality
that is accessible to academics and practitioners. We also want to spread that
knowledge and build links to other universities so this knowledge is not lost.
30
Jim Buckman has been

involved in the quality
movement since the 1980s.
A former quality consultant,
he has served as codirector
of the Joseph M.Juran
Center for Leadership in
Quality for the last 10 years.
The centers purpose is to
connect academic research
on quality with its practice
in business and industry.
[ class notes ]
Q. How will the center build this body of knowledge?
A. One method is through the Juran Fellowship and Juran
Doctoral Awards. These awards (the fellowship carries a

$10,000 grant and the doctoral awards $2,500) support
doctoral students who are conducting research based on
quality principles. Not only do the students get interested in
quality, but their professorswho are guiding the research
and want to see their doctoral students succeedget
interested as well. Weve been giving these awards since 1998,
and the students have produced some important research.
In addition, the center will provide training and support for
transformational projects, such as the Galvin Electricity
Initiative.
Q. Could you describe that initiative
and why it is so important?
A. An important concept in quality initiatives now is the
idea of the pursuit of perfection. That is, we ask: What

would be the perfect outcome in a situation? Once you ask
that question, last years performance figures in a variety of
areas become less relevant. Bob Galvin, the former chair
of Motorola and a member of the Joseph M. Juran Center
board, has been asking these questions about electric power.
It started with the blackouts of 2003, which he thinks were
not necessary. Right now, the power system in the United
States is unreliable, outdated, and polluting. So the question
the Galvin Electricity Initiative asks is: What would perfect
power look like? Every customer would get the power they
need, when they need it. Not only would power delivery be
perfect, but so would billing, installation, and everything else
about power creation and delivery. The Galvin Electricity
Initiative brings together entrepreneurs, innovators, and
others who can be part of a new power system in the United
States. The Joseph M. Juran Center provided training in Six
Sigma and lean principles to give those interested in power
the tools to devise new systems based on quality principles.
Q. Does the Joseph M. Juran Center
promote a particular quality system?
A. Were trying to develop new leaders in quality. For the past
seven or eight years, we have been examining and teaching

Six Sigma and Lean Six Sigma and related advanced concepts,
mostly to senior executives. We have found a way of teaching
these upper-level quality transformation skills and mindsets
without being doctrinaire about the system. We give them
a smorgasbord. In addition to executive education, we
have a summit every two years. These are forums where we
look for advanced leadership ideas and these have a huge
effect on our thinking. We learn a lot there that leads to
research and new courses. Finally, we host roundtables with
local and national companies, usually chief quality officers.
These tend to revolve around two questions: How do we use
quality to guide business strategy, and how do you educate
senior executives about their responsibilities with respect to
quality?
Mary Lahr Schier
Carl L. Nelson, 1910-2007

Carl L. Nelson, a financial accounting professor who
taught accounting, business economics, and finance at
the Carlson School, died on March 30 of complications of
pneumonia at Cottage Hospital in Santa Barbara, Calif.
Professor Nelson was born in 1910 in Minneapolis, and
received a BBA in 1931 and a PhD in accounting in 1944
from the Carlson School. After teaching at the University
of Kansas and University
of Nebraska, he became
professor of accounting
at the Carlson School in
1947, where he played an
active role in the doctoral
program. He later became
head of the department
before moving on to to
become the first occupant
of the George O. May chair
in financial accounting at
the Columbia University
Graduate School of Business.
During his career, he
also consulted for banks,
public accounting firms, investment banking firms, and
the Financial Accounting Standards Board. In addition to
teaching and consulting in the United States, Professor
Nelson taught in Finland, Turkey, India, Norway, Ireland, and
Brazil. In 1975, the American Accounting Association gave
him its Outstanding Educator Award, and in 1978 he received
an outstanding alumni achievement award from the Carlson
School. In 2002, Karin L. and Robert S. Moe (both 56 BBA
graduates of the Carlson School) established the Carl L.
Nelson Professorship in Accounting at the Carlson School.
He is survived by his wife, Coraline Nelson of Santa
Barbara; two sons, Dowlan R. Nelson of Durham,
N.C., and David B. Nelson of Silver Spring, Md.; four
grandchildren; and four great-grandchildren.
1940-1979
Helen Virginia Hart, 42 BA,
passed away on Aug. 6, 2006.
An astute businesswoman
who highly valued education
throughout her accomplished
life, she is survived by her
daughter, Elizabeth; son-inlaw; and two grandchildren.
Marjory Etta Hovemeyer, 46
BA, passed away on April
1, 2006. During her career,
she worked as an executive
secretary in the occupational
therapy department of
Longview State Hospital in
Ohio. Her other employers
included General Mills and the
inventors of Play-Doh. A Red
Cross volunteer during World
War II, she was also a member
of the National Society of the
Daughters of the American
Revolution. She is survived
by her daughter, Gretchen;
her sons, Eric and Stephen;
and eight grandchildren.
George Petroff, 57 BBA,
has retired from his career in
advertising and marketing.
Marvin Juliar, 58 MBA,
is a senior vice president
at ABN-AMRO Bank.
Andy Wangstad, 69 BSB, has

retired and sold his business,
Sir Speedy Printing.
1980-1989
Fereshteh Azad, 81 MBA,
80 BSB, is president of Best
Communications, a wireless
provider. She lives with her
husband and children in Lisle, Ill.
Maureen Steinwall, 81 MBA,
received her PhD in business
from Capella University.
Daniel Zucker, 81 BSB, is
a partner and tax attorney
at McDermott, Will, &
Emery in Chicago.
Ricky Fong, 82 MBA, is
the chief human resources
officer at Lord & Triggs
Environmental Technology.
Ron Reimann, 82 BSB, is the
president of ZapTel, which
recently made Inc. magazines
500 Fastest Growing Private
Companies list for 2006.
Tim Allen, 83 MBA, was
promoted to vice president
of management consulting
at Pragmatek Consulting
Group after eight years as a
management consultant.
31
[ class notes ]
Win Ling Martell, 83 MBA, is
the senior vice president and
CFO for Wal-Mart International.
Andrew J. Thelen, 83 BSB,
87 MBA, is owner and
president of Mark-It Graphics,
with plants in Oseola, Wis.,
and Bloomington, Minn.
Mark Golezner, 84 MBA,
is the CFO of Houstonbased WhiteFence, an
online comparison-shopping
marketplace for home
services and utilities.
Philip Hildebrandt, 85 BSB, is
CEO of Segall, Bryant, & Hamill
Investment Counsel in Chicago.
Steve Larsen, 88 MBA,
is vice president and
chief operating officer of
Information Technology for
Zenith National Insurance
in Woodland Hills, Calif.
Steven T. Schmidgall, 89 MBA,
is a construction administrator
at BWBR Architects of
St. Paul, Minn. He is also a
member of the Construction
Specifications Institute and
is a certified construction
contract administrator. In
addition, he recently became a
LEED (Leadership in Energy
& Environmental Design)accredited professional.
1990-1999
Lisa Baskfield, 90 BSB,
recently merged her company,
Baskfield & Associates, with
BPK&Z and is now vice
president and shareholder.
Dean VonBank, 91 BSB, is the
vice president of GM Vehicle
Applications at Navigation
Technologies Corp.
Philip Skeie, 92 BSB, is a
fraud operations manager
at Digital River.
Gregory E. Allen, 93 BSB,
recently joined the Minneapolis
Foundation as controller. He
previously worked for seven
years at the Minnesota Childrens
Museum as director of finance.
Melanie Rose, 93 MBA, has
been on an 18-month assignment
in northern Asia as managing
director for Oracle Retail in
Japan, China, and Korea. In
this role, she is responsible
for establishing and growing
Oracle Retails software license
sales teams and generating
new license opportunities.
Oracle Retail is an independent
business unit within Oracle,
established as the result of the
acquisitions of Retek, Profit
Logic, and 360 Commerce.
Jennifer Dauska, 94
BSB, recently resigned
from Wells Fargo to stay
at home with her son.
Dan Mallin, 95 MBA, is a
cofounder of GetGo, a website
for Minnesota entrepreneurs,
angel investors, and those
who support them. GetGo is
a program of the James J. Hill
Reference Library and was
launched in February. He is
also one of the founders of the
Minnesota Cup competition.
Michael Brousseau, 97
MBA, recently accepted a
position as director, market
research and analysis for
AIG VALIC in Houston.
Tony Jurek, 97 MBA, is vice
president of Technology Services
for Pragmatek Consulting Group.
Jon Sander, 97 MBA, is the
president of Bohm CRE. He
was awarded the Certified
Commercial Investment Member
designation by the CCIM Institute
in October 2006. This is awarded
to commercial real estate
professionals upon successful
completion of a graduatelevel education curriculum and
presentation of a portfolio of
qualifying industry experience.
Ed Baldzicki, 98 MBA, is the
vice president of sales and
marketing at Clarcor in the
Baldwin Filtration division.
Douglas Dickel, 98 MBA, is the
managing director for Expense
Reduction Analysts USA.
Yvonne Houle-Gillard, 98
MBA, is the Six Sigma master
black belt for information
technology at 3M.
Nathan Lucht, 98 BSB, recently
graduated from the Kellogg
School of Management with
an MBA. He works at the
Boston Consulting Group
in the Chicago office.
Aurora Toth, 98 MBA, is
vice president of marketing
at Christopher & Banks.
John Hauge, 99 MA-IR, is a
shareholder and member of
the labor and employment law
section at Briggs and Morgan. He
focuses his practice in traditional
labor, employment litigation, and
employment advice and counsel.
Elizabeth Kempen, 99
MBA, is the chief operating
officer at Alquest.
2000-present
Matt Christensen, 00 MBA, was
promoted to vice president of
enterprise performance systems
at Pragmatek Consulting group
after serving as director of
enterprise performance systems.
Dean Phillips, 00 MBA,
president and CEO of Phillips
Distilling Co., was recognized
by Minneapoliss Torah
Academy with the Paragon of
Leadership Award in March
2007. The award honors him
for business acumen, corporate
responsibility, and personal
commitment to philanthropy.
Uri Felemovicius, 01 MBA, is
the executive vice president of
marketing in Latin America for
Evolution Marketing Group, a
relationship marketing company.
Peter Gastreich, 01 MBA,
was promoted to executive
director at UBS in Hong Kong.
He is an equity market analyst
covering stocks in the Asia oil
and petrochemical sector.
Chad Johnson, 01 MBA, is
the vice president of M&A,
a mergers and acquisitions
advisory firm in Minneapolis.
Craig Kleis, 01 MBA, and
his wife, Beth, are the proud
parents of a new baby boy, John
William, born on Aug. 3, 2006.
Bill Robers, 01 MBA, has
started his own sports/
entertainment representation
practice. He concentrates on
NFL and MLB players and
college basketball coaches.
Matt Valle, 01 MBA, recently
moved to Cincinnati as senior
vice president for MarketTools.
Robert Dudacek, 02 MBA,
is vice president of the direct
response insurance group
at Wells Fargo Insurance.
Christine Scheier, 02 BSB, and
Thomas Scheier were married
on Oct, 8, 2006 in Rochester,
Minn. They currently reside
in Boeblingen, Germany.
Cyndee Pelt, 03 BSB, is a
graduate student at American
University in Washington, D.C.,
where she is earning an MPA
in International Development.
She currently works at the U.S.
Embassy in Dar es Salaam,
Tanzania, and will study and
conduct research through the
American University in Cairo.
Nels Anderson, 97 BSB, 04
MBA, works at Ecolab.
Want to be included in Class Notes? Contact [email protected]
32
Emily Berken, 04 BSB, recently

got married and started a new
position at General Mills.
Christopher Brathwaite, 04
MBA, is a wealth management
consultant at UBS.
Hong Du, 04 MBA, is a senior
investment manager at Blue
Ridge China, a newly formed
China-specific private equity
fund that just raised $300
million for its first fund. He
and his wife moved from
Minneapolis to Beijing in June
2006 and welcomed a baby
boy in November 2006.
Andrew Joyce, 04 MBA,
has received the Certified
Information Systems
Auditor designation.
Alex Lee, 04 BSB, is a
consultant at Accentures
Los Angeles office.
Catherine Lee, 04 BSB, works
in international management for
Best Buy in Taiwan. Previously,
she was an assistant product
manager in retail buying for
Best Buy in Shenzhen, China.
Sam Adegoke, 05 BSB,
is an assistant human
resources manager at General
Mills in Carson, Calif.
Theresa (Teri) G. Gavin, 05
MBT, was selected as the
Business and Professional
Women/Minnesota Virginia Allan
Young Careerist. A licensed CPA
in the State of Minnesota, she is
active in the Minnesota Society
of Certified Public Accountants
and the American Society of
Certified Public Accountants,
and works as a senior tax
accountant at Land OLakes.
Jess Langerud, 05 MBA, has
announced his candidacy
for the Minnesota House of
Representatives, District 48B.
Nina Panda, 05 BSB,
is a financial analyst at
MTV in New York City.
Elda Macias, 06 MBA, is a
senior marketing manager
in the marketing strategy
and retail department at
Ameriprise Financial.
Navneet Singh, 06 MBA,
is an operations and
management consultant for
Cutter Associates Inc.
Andrew Thibodeau, 06 BSB, is
a financial advisor at Ameriprise.
CARLSON EXECUTIVE EDUCATION
Carlson Executive Education.
What sets you apart is what helps you succeed.

Your Carlson School degree helps you stand out in a
And our topic-specific programs keep you ahead of
crowd. Carlson Executive Education will make those
the curve in a wide range of core disciplines, such as
benefits last a lifetime.
marketing and finance.
Combining the extensive resources of a world-class
Our programs represent some of the most advanced
business school and a top-10 research university,
business education in the nationdesigned for the
Carlson Executive Education creates a forum where
nations most driven business leaders. And, like all
senior executives and high potential managers
Carlson graduates, youre continually in pursuit of
master the next generation of business theory and
new expertise. Were here to help you every step of
practice. Well equip you with globally focused
the way.
expertise that will broaden your impact and transform the way you do business.
EXECUTIVE EDUCATION PROGRAMS
Minnesota Executive Program
SeptemberDecember
Our portfolio includes general management pro-
Strategic Account Management
September 1214
grams that concentrate on business and leadership
Analyzing and Improving

Manufacturing Operations
September 2426
skills for executives with strategic responsibilities.
Discover the difference between taking a course and setting one. Visit our website at
carlsonschool.umn.edu/execed or call toll-free 800-388-3863 for more information.
The University of Minnesota is an equal opportunity educator and employer. 2007 Regents of the University of Minnesota
Non-Profit Org.
U.S. Postage
PAID
Minneapolis, MN
Permit No. 155
A magazine for Alumni and friends / Carlson School of management university of minnesota
spring 2007
CarlsonSchool
321 Nineteenth Avenue South

Minneapolis, Minnesota 55455
carlsonschool.umn.edu
Event Calendar
M ay 2007
31
Disney Keys to ExcellenceJoin your local business

community as we welcome the world-renowned Disney
Institute for an incredible day of learning, insight and
inspiration. Carlson School of Management,
321 19th Ave. S., Minneapolis, 8 a.m.-4:30 p.m.
June 2007
5 First Tuesday Lynn Casey, chair and CEO, Padilla Speer
Beardsley, McNamara Alumni Center, 200 Oak St. S.E.,

Minneapolis, 11:30 a.m.-1 p.m.
J u ly 2 0 0 7
10 First Tuesday Arne Carlson, Chairman, RiverSource
Funds, McNamara Alumni Center, 200 Oak St. S.E.,

Minneapolis, 11:30 a.m.-1 p .m.
August 2007
3 First Friday MBA alumni and student networking event
on the Queen of Excelsior, Lake Minnetonka, Excelsior,

6:15-9:30 p.m.
7 First Tuesday Chris Policinski, CEO, Land O Lakes,
McNamara Alumni Center, 200 Oak St. S.E., Minneapolis,

11:30 a.m.-1 p.m.
17 Canterbury Day at the Races Event to build the Carlson
School community, strengthen existing relationships in the

Twin Cities area, and build new ones, Canterbury Park,
1100 Canterbury Park Rd., Shakopee, 6:30-9:30 p.m.
September 2007
4 First TuesdayJim McReynolds, president, Caterpillar
Global Paving, McNamara Alumni Center, 200 Oak St. S.E.,

Minneapolis, 11:30 a.m.-1 p.m.
7 First Friday MBA alumni and student networking event,
location and time to be determined
October 2007
5 First Friday MBA alumni and student networking event
at Gastof zur Gemuetlichkeit, 2300 University Ave. N.E.,

Minneapolis, 5:30-7:30 p.m.
9 First Tuesday speaker to be determined, McNamara
Alumni Center, 200 Oak St. S.E., Minneapolis,

11:30 a.m.-1 p.m.
No v e m b e r 2 0 0 7
2-3
All School ReunionSave the date! Join former classmates

and other alumni for the All School Reunion on November
2. Then cheer on the Golden Gophers as they take on
the University of Illinois the next day in the Homecoming
Game.
For more information on alumni events,

go to carlsonschool.umn.edu/events.

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CarlsonSchool

Follow the Leader

The Deans Corner

elcome to this issue of Carlson School magazine. One

Direct correspondence to: Communications, Office of the

Barbara Koster Design

The Coghlan Group

Sara Aase, Kevin Featherly, Suzy

Karen Bartlett, Gary Bistram, David Ellis,

Edwin Skip Gage

Irene Fernando, page 7

John Morrison, page 13

Deans Corner Carlson School Dean

Follow the Leader Even in the best of times,

The Atrium John Morrison learns from his mistakes,

5 Questions A chat with Jim Buckman,

In Search of Excellence For the last 100 years,

business people and researchers have been searching

is looking beyond traditional ideas and models

front Cover: Susan Rani, president of Rani engineering

Did You Know?

Tony Dungy, record-setting, historymaking football player and coachand

All in the Family

photograph by ken ross

he Glaser-Mooty familys ties to the

many other family members have been

Seated, left to right:

Spring 2007 Carlson School of Management

Miquel Purvis McMoore

So says Miquel Purvis McMoore,

she says. At times, I was being

What does it take to keep highly capable women in the workforce?

heres no question that women have

photograph by Tim rummelhoff; McMoore by joe michl

Youve Come a Long WayMaybe

Building the Future

and advisor to the entrepreneurship program at the Carlson School.

holmes photograph by sher stoneman

Leadership Conference, Own it! Creating Your Own Path to

Employers are also discovering that money isnt the

Spring 2007 Carlson School of Management

Are You Reading?

True North by Bill George

Undergraduate Class of 2007

Profiles in Courage by John F. Kennedy

Summer of 49 by David Halberstam

photographs by jayme halbritter

Keep the Change

fernando photograph by sher stoneman

sure who I was and who I wanted to be, says

Steve Forbes Speaks at Commencement

Spring 2007 Carlson School of Management

Small Towns, Big Hearts

towns. We married high-school sweethearts. We all went to the

Pease, Minn., had a population of only 200 or so when David

photograph by david ellis

e had values like treating people with respect

Campbell photo by sara rubinstein