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VOLUME 17, ISSUE 2
MAGAZINE OF THE NEELEY SCHOOL OF BUSINESS AT TCU
2020 Vision:
Forging a Clear Path to the Future
CONTENTS 2015-2016 • Volume 17, Issue 2
CONNECT WITH US
3
Facebook.com/
NeeleySchoolofBusinessatTCU
@NeeleySchoolTCU
YouTube.com/TCUNeeleySchool
Dean
O. Homer Erekson
John V. Roach Dean
Associate Deans
William L. Cron
Sr. Associate Dean, Graduate
Programs and Research
Special Section
16
J. Vaughn and Evelyne H. Wilson
Professor in Business
3 2020 Vision: Forging a Clear Path to
Ray Pfeiffer the Future
Associate Dean, Undergraduate We don’t need a crystal ball to peer into the
Programs year 2020 to see the possibilities that will
impact the way we live, learn and work.
Neeley magazine is produced
by Neeley Marketing and 14 What is your prediction?
Communications We asked alumni and students to tell us
Elaine Cole, Editor and Sr. Writer what they think business and business
Erin Smutz, Creative Director education will be like in five years.
Jeff Waite, Director
16 The Neeley School of the Future
Photography In 2020, with your support, the TCU Neeley
B.J. Lacasse School will feature innovative buildings,
classrooms, meeting rooms and activity
Erin Smutz
centers to engage and excite young minds
Leo Wesson and experienced professionals.
In This Issue
2 Dean's Message
18 News at Neeley
TCU Neeley School of Business
TCU Box 298530 24 Faculty News
ON THE COVER
Fort Worth, TX 76129 Neeley students gather in the new Rees-Jones 28 Class Notes and Alumni Profiles
neeleynews@tcu.edu Hall to look over the TCU Neeley School’s
www.neeley.tcu.edu 34 On the Scene
architectural plans with Dean Homer Erekson,
to provide innovative suggestions and their 36 Annual Report
unique perspectives on the future of business
education.
© 2015-2016 TCU Neeley School of Business
Volume 17, Issue 2 | Neeley School of Business at TCU 1
DEAN'S MESSAGE
Headed for
the Future
Predicting the future is at best perilous
if not impossible. But preparing for the
future is necessary, so we are embracing the
challenge at the TCU Neeley School in new
and creative ways.
Did anyone imagine, as Bill Gates
predicted in 1999, that we would carry
around devices that enable us to do everyday
business, pay bills on the go, develop online
social networks and even watch TCU
football games? (Well, maybe he didn’t refer
to TCU football games, but he should have.)
At the TCU Neeley School, we are busy
imagining the future of business and the best
ways to prepare our students for successful
careers that will help them shape the future.
Our responsibility is to address not just
the problems of business, but the problems
of the world. In this issue of the Neeley
magazine, we focus on faculty, student
and alumni initiatives and research that are
already looking to the future and making a
positive difference in many ways.
We echo the lyrics of Neil Diamond’s
“Headed For the Future.” “We’re headed for
the future. We’re gonna make it work right.
We’re gonna build a new dream. We’ve got
to make it stand tall. It’s got to last a long
time.”
Dean Homer Erekson joined Lorrie Forgatch, founder of Lizzie Driver Apparel (left), and Dallisa Hocking, Won’t you join us in building a Neeley
Neeley director of alumni and constituent relations (right), at the launch event for Neeley Women to the
Power of 10. The group includes female executive alumni and other friends of the Neeley School who
School that prepares our students to be
help women reach their full professional potential through networking and professional development leaders who can change the world for good.
initiatives.
O. Homer Erekson
John V. Roach Dean
2 Neeley School of Business at TCU | Volume 17, Issue 2
2020
VISION:
Forging a Clear Path
to the Future
By Elaine Cole
Volume 17, Issue 2 | Neeley School of Business at TCU 3
SPECIAL SECTION 2020 VISION
W
hat is your
vision of
the future?
Jetpacks on
campus? Holograms
teaching classes? Artificial
intelligence in the
workplace? Cars that drive
themselves?
We don’t need a crystal
ball to peer into the
year 2020 to see the
possibilities that will
impact the way we live,
learn and work. Just look
around at what we have
today, how far we’ve
come, and how quickly
things have changed in the
previous five years. It’s easy
to see that the future is
closer than we think.
4 Neeley School of Business at TCU | Volume 17, Issue 2
2020 VISION SPECIAL SECTION
Businesses are adopting purpose into businesses and services such as Uber.
their profits. Social media is driving sales. “I expect to see additional industries move
Customers aren’t just buying products, in this direction. Private jets will no longer
they are investing in relationships. Data is sit or fly empty, food delivery prices will
helping people find the exact product or fluctuate during peak and non-peak hours,
service they need, sometimes before they and even in-home doctor visits may become
know they need it. the norm,” Scanio said.
As business evolves, so does business Imagining future business innovations is
education. Professionals of all ages must be exciting, but there is one already in existence
able to utilize the latest technology, think that everyone agrees will impact every
critically and creatively, communicate business, everywhere: big data.
clearly, motivate across cultures and “Based on the increasing amounts of
generations, and adapt to complex data generated and personal information
environments. collected, predictive analytics will become
The future is upon us. It is up to us to even more advanced in offering targeted
welcome it with inclusive attitudes and a marketing messages to consumers, often
willingness to be catalysts for innovation. before the consumer realizes he or she needs
something,” Scanio said.
The Future of Business Kirby Thornton MBA ’90, senior manager
of analytics and insights for Pier 1, foresees
Business is shifting from the usual to the
new ideas surrounding big data over the next
unknown. Everything is changing: How we
five years, especially “managing complex
do business, where we do it, with whom, and
infrastructure and drawing insights out of
how we use the latest technology to do our
data through a variety of new statistical and
jobs and satisfy customers and clients.
visualization tools.”
If 2020 seems a long way off, just
Accounting Professor Mary Stanford sees
think of the changes you’ve made in your
big data making a significant impact on the
life and work over the last five years.
accounting profession. “Accountants will
Pricewaterhouse Coopers, where Sean
use data analytics, data visualization and
Morton BBA ’10 Mac ’11 is a senior
data mining tools to provide information for
associate, recently switched to Google for
making business decisions and evaluating
email, calendar and collaboration tools.
risks,” she said.
“Virtual meetings and video calls are the
“CPAs need to embrace how technology
new normal,” Morton said.
can help us manage large volumes of data
“Five years is like next week,” said Joe
in a more timely manner,” Felix Lozano
Jordan BBA ’87, owner of Jordan Group.
BBA ’87, partner and director of audit with
“According to current product lifecycle
Whitley Penn, said. “Looking back over the
models, that is only 3.3 iPhone versions
last year to make decisions today will soon
from now.”
be a thing of the past. Businesses and their
Jordan pointed to the growth of global
owners/shareholders want information today
marketing and predicted “an increased need
about tomorrow, not today about yesterday.”
for cultural understanding and product
Faculty members in the Department of
application enhancements.”
Business Information Systems and Supply
Tony Scanio MBA ’12, manager of
Chain Management say big data analytics is
international operations and logistics for
driving fundamental change, along with the
Christus Health, envisions that the world
Internet of Things, cognitive computing and
will continue to embrace on-demand
deep learning.
It is all about the customer journey. Smart brands will
need to adapt to emerging trends both digitally and
socially to stay relevant and current.”
Kirby Thornton MBA '90
Senior Manager Analytics and Insights, Pier 1 Imports
Volume 17, Issue 2 | Neeley School of Business at TCU 5
SPECIAL SECTION 2020 VISION
RESEARCH
Eight Lessons Every Sales Manager “Over the next five years, I think the
merger of IT and analytics will help us better
understand and utilize the vast amounts of
Needs to be Successful data being created across the supply chain, to
better predict downstream demand behaviors
or make good decisions in the face of a
Selling has always evolved with major supplier disruption,” Supply Chain
Professor Jeff Stratman, chair of the INSC
technology, but the current rate department, said.
of change is redefining all aspects But the future isn’t entirely about
technology, data and making money off of
of the sales job, especially sales that data. People – and the products and
management. services they can provide or need – are still
at the heart of business.
Add in a younger salesforce with new Bill Miller BBA ’71, CEO of Houston
ideas about compensation, motivation and Installation Services, believes the “customer
communication, and what is a sales manager to engagement experience will be as important
do? Bill Moncrief and Greg Marshall researched as the product or service. People will rely
how social media is impacting sales and less on internet search and more on their
marketing organizations, to help sales managers social networks.”
better understand and take advantage of the
changing sales world.
Here are eight lessons from their research.
1. Forget the seven basic steps of selling. Embrace social media and
encourage it by creating innovative, effective standards and policies
College graduates want
for social media selling.
careers that complement
2. Hiring the best job candidate is easier. There is a world of information
available about potential hires – information that goes beyond the their personal beliefs,
résumé and interview – right at your fingertips. And you can perform
virtual interviews, which saves time and money. values and goals instead of
3. Technology acumen is just as important as personality and selling
ability. Look for a broader skillset when hiring for today’s salesforce,
sacrificing their personal
and provide technology training for older sales personnel. life for their career.”
4. New hires can be trained online, instead of on the job or in formal Susan Sledge
groups. This saves time while providing customized, self-paced
Internship Development Manager
training.
Neeley School’s Alcon Career Center
5. Think beyond the traditional mix of salary, commission and bonus.
Millennials have grown up as gamers who enjoy achieving badges
by competing against others, improving their own performance “Consumer behavior will be of even
and reaching certain levels, all of which can be adapted to a sales greater importance,” Thornton at Pier 1
environment, where awards can be accumulated and transferred to Imports said. “It is all about the customer
monetary rewards. journey. Smart brands will need to adapt to
6. Money may not be the only motivator. The old standard of making emerging trends both digitally and socially
money at all costs is changing. If social interaction is important, look to stay relevant and current.”
for creative approaches such as gamification. If being recognized Marketing Professor Bill Moncrief’s
as a top salesperson is the driving force, reward them for prospects research supports these predictions. “The
generated on LinkedIn or customer feedback on Twitter. biggest changes we are seeing now and will
see for some time revolve around social
7. Replace geographic territories with virtual territories that encompass media and new strategies to employ this
global accounts. Since a global workforce translates to inconvenient rapidly growing media,” he said.
conversations from different time zones, adopt the 80/20 rule: key In a recent article in The Wall Street
salespeople handle the 80 percent of sales that come from 20 percent Journal, Patty McCord, former chief talent
of customers, while virtual salespeople handle the other 80 percent of officer for Netflix, detailed how social media
the customers who still contribute to profit. will transform the workplace of the future.
8. Accept that you are always on the job. Text messaging, Skype and GPS, “We have a connection with customers that
plus whatever innovative technology the future holds, mean sales we’ve never had before—instant feedback
supervision is 24/7. on how a company is doing. As a result,
you’re going to see a tighter connection
“Social Media and Related Technology: Drivers of Change in Managing the Contemporary
Sales Force.” W. C. Moncrief, G.W. Marshall and J.M. Rudd. Business Horizons, 2015
6 Neeley School of Business at TCU | Volume 17, Issue 2
2020 VISION SPECIAL SECTION
between what people do and who they serve.
We’re not going to have silo departments
within a company that operate on their own
and never see the outside world.” CPAs need to embrace how technology can help us
Corey Landers BBA ’13, junior brand
planner for Fitzgerald & Company, manage large volumes of data in a more timely manner.
visualizes that technology innovations
will lead to innovations in organizational Businesses and their owners/shareholders want
structure.
“The ability to share documents and
information today about tomorrow, not today about
thoughts quickly among multiple people
means silos and hierarchies within
yesterday.”
companies will go away. Companies will Felix Lozano BBA ’87
become more responsive to market needs, Partner and Director of Audit, Whitley Penn
with a focus on product development and
interactive design that allows them to enter
the market faster, more often and more
in line with consumer wants,” Landers
predicted. “With more young people
attracted to companies like Google and
Facebook that offer transparency and agency
over their work, existing siloed companies
have to adapt to attract the best talent.”
Perhaps the most reassuring prediction
about the future of business is that it won’t
be entirely about making a profit.
“We're seeing the emergence of a purpose-
driven economy,” Andrew Ripley BBA ’99,
co-founder of PurposeMatch.com, said.
“Millennials will be 75 percent of the global
workforce by 2025, and studies show that
they're passionate about finding meaningful
careers that make a positive impact.”
The Association to Advance Collegiate
Schools of Business (AACSB International)
cites that business leaders are recognizing
that clearly articulating a social purpose
for an organization, rather than defaulting
to maximizing shareholder wealth, enables
better performance. Today’s businesses
are already integrating purpose into their
culture as a way to engage millennials,
and B Corporations such as Patagonia
and Kickstarter are redefining success in
business.
“College graduates want careers that
complement their personal beliefs, values
and goals instead of sacrificing their
personal life for their career,” Susan Sledge,
internship development manager for the
Neeley School’s Alcon Career Center, said.
“I talk with freshmen and sophomores who
are less influenced by company size or
prestige, and supremely concerned with their
role and ability to impact the organization
and its purpose.”
“High-profile people like Richard Branson
have been vocal about using business to
make a social impact,” Ripley said. “That’s
why we launched PurposeMatch.com, to
help people find purpose and meaning in
Volume 17, Issue 2 | Neeley School of Business at TCU 7
SPECIAL SECTION 2020 VISION
The future is about more than data
analytics and data scientists. We need
people who understand how data enhances
and increases value, who see what is
possible and can communicate that.”
Bill Cron
Senior Associate Dean of Graduate Programs and Research
When students graduate
they should have skills from their
discipline but also understand critical
thinking and the value of diversity of
thought and experiences.”
Aisha Torrey-Sawyer
Director of the Neeley Academic Advising Center
We want to broaden business
education to connect society and
business. For the future, we want
to be more intentional about our
approach. We want to make a global
mindset a requirement.”
Ray Pfeiffer
Associate Dean of Undergraduate Programs
I hope to be impacting the world in a big way.
I want to be at the front line in the business of
renewable energy. Perhaps I will have started my own
business with renewable energy as a major facet.”
Nick Palko
Entrepreneurial Management Major, Class of 2018
8 Neeley School of Business at TCU | Volume 17, Issue 22020 VISION SPECIAL SECTION
I will help organizations attract,
develop and retain the right talent at the
right time to fill critical roles and respond
We are changing business from to ever-changing business conditions.”
being perceived as a necessary evil Frank Blau
to being a necessary force for good.” MBA Class of 2016
O. Homer Erekson
John V. Roach Dean of the Neeley School of Business
We need to prepare
our students to be agile
with fundamental skills
that can be applied to
whatever the future
holds. I think employers
will have higher
expectations of our
students in the next five
years, especially in terms
of global awareness and
data analytics.”
Meg Lehman
National Employment Recruiter for the
Neeley School’s Alcon Career Center
Executive MBA students will
continue to question the traditional
The year 2020 will be filled ways of doing business. They’ll be
with innovation and new, exciting willing to go outside their comfort
technology. I want to find ways to zone to find solutions.”
utilize this fast-paced growth and Linda LaCoste
apply it in the field of marketing. Director of Executive MBA Programs
My hope is to inspire and motivate
my company to be a step ahead of
innovation.”
Mackenzie Hall
Marketing Major, Class of 2018
Volume 17, Issue 2 | Neeley School of Business at TCU 9SPECIAL SECTION 2020 VISION
their careers based on the impact they want chair of the Department of Management,
to make in the world.” Entrepreneurship and Leadership, said. “We
use that research to help guide our students
Our professors are already The Future of Business Education to become impactful business leaders who
meaningfully shape the world in which we
As the future of business changes, the
researching and teaching Neeley School is adapting by leveraging
all work and live.”
One of the best ways to face an uncertain
strengths, establishing new directions and
about how new technology changing old mindsets.
future is to develop an adaptive mindset.
TCU Neeley teaches critical thinking skills
TCU Neeley faculty members are
makes it possible to gather already researching and teaching the latest
to students at all levels.
“Critical thinking is vital in a complex
advances in leadership, encouraging new
real-time biological, social ways of thinking and introducing different
working environment,” Management
Professor Abbie Shipp said. Shipp leads the
and psychological data of approaches to problems.
“Our professors are already researching
FROG Model of Critical Thinking for TCU
MBA students, which stands for: Frame
employees as they work, and teaching about how new technology
makes it possible to gather real-time
the issue, Recognize possible approaches,
Optimize the focus, Grow by reflecting
which allows scholars biological, social and psychological data
of employees as they work, which allows
back. “Critical thinkers acknowledge the
complexity of decisions and understand
to make more precise scholars to make more precise predictions
that information is rarely complete. They
about what executives want and need
are motivated by facts, observations and
predictions about what to know: how to motivate and engage
reasoning rather than emotion, habits or
employees; how to create optimal conditions
executives want and need for encouraging creativity, innovation,
heuristics.”
Examples of how TCU Neeley encourages
and entrepreneurial behaviors; how to
to know.” support employee health and well-being;
critical thinking at the undergrad level
include accounting majors who work on
and how to cope as organizations and
Hettie Richardson projects designed to develop their analytical
individuals with increasingly complex,
Management Professor and Chair of the mindset and technological learning
competitive work environments,” Hettie
Department of Management, Entrepreneurship adaptability, and finance majors who focus
Richardson, management professor and
and Leadership on principles that help them discern value in
10 Neeley School of Business at TCU | Volume 17, Issue 22020 VISION SPECIAL SECTION
RESEARCH
Why Some People Go With the Flow, and Some Don’t
When a teammate wants to slow down on a project, do you gladly slow your progress, or do you resent
not working at your faster pace?
Or, if a teammate wants to go faster on the present moment,” Shipp said. They also are evaluated by
than you desire, do you make every supervisors and coworkers as being more dedicated to their jobs
effort to adjust your speed, or do you and contributing more to team performance.
ignore the request and continue The SPS measurement tool can help supervisors choose team
at your own comfortable pace? members to assure the optimal balance of high synchrony. It can
Whether you know it or not, you have also be used to hire people with high synchrony preference who
a preferred way of working with your will contribute to company performance in meaningful ways,
time and a willingness, or not, to adapt and help existing employees learn about their preferred style of
your speed to the speed of others. working to develop strategies to improve or compensate for those
Management Professor Abbie Shipp studies styles.
how people relate to time in the workplace. “Traditionally, As the pace of work has gotten faster, projects more complex
workplace time was based on how well people followed schedules and deadlines less predictable, success depends on the ability to
and met deadlines, but given the interdependent, knowledge- adapt.
based tasks that exist in today’s business environment, progress “For professionals to be successful in the rapidly changing
now includes interruptions and adjustments to coordinate with business environment, they must be able to build ideas off
your team,” she said. of each other, adjust for changes and turnarounds, and work
Shipp and her fellow researchers developed a tool to measure interdependently to facilitate the best outcomes for the project
what they call synchrony preference, the willingness to adapt one’s and the organization,” Shipp said.
pace and rhythm to create a sense of flow between team partners.
“People with high synchrony prefer affiliation and openness, “Synchrony Preference: Why Some People Go With The Flow And Some Don’t.”
they are proficient multitaskers, and they tend to be focused S. Leroy, A. Shipp, S. Blount, J. Licht. Personnel Psychology. 2015
ever-changing products and regulations. purpose and high-level direction to inspire “We need to prepare our students to be agile
“Firms constantly come up with new and focus their team? How can they leverage with fundamental skills that can be applied
products that provide different exposures to the strength of diversity in their workforce? to whatever the future holds,” Lehman said.
cash flows with different risk profiles. New TCU Neeley faculty members are experts “Employers seek students with analytical
products lead to more regulation, which in these areas. We are positioned to help horsepower, critical thinking skills, and
leads to more innovations to maximize leaders be ready for what is to come.” the ability to break down and synthesize
potential profits under the new regulations. Leadership expert Mary Uhl-Bien begins information to solve problems. I think
We help Neeley finance students understand her executive education class by pointing employers will have higher expectations of
the fundamental values associated with new out that the foundations of management our students in the next five years, especially
financial instruments, so they can develop are more than 100 years old, developed for in terms of global awareness and data
value-enhancing policies that benefit the Industrial Age when the focus was on analytics.”
their future firms and society,” Mauricio physical assets, efficiency and control. Young professionals of the future
Rodriguez, professor of finance/real estate “What leaders need to know now need to embrace “the importance of data
and chair of the finance department said. and for the future is how to enable their discovery and cross-functional information
Adapting to an ever-changing business organizations for adaptability, and that sharing to understand the evolving business
environment means lifelong learning is means we have to start with a different set model,” Chad Hines BBA ’10, business
vital for success. Veteran professionals turn of assumptions,” said Uhl-Bien, who is the strategy analyst for Encompass Health,
to TCU Neeley Executive Education to BNSF Endowed Professor of Leadership. said. “Distributing key information across
hone their skills in adaptive leadership and “At TCU Neeley we are pioneering new company borders is crucial.”
innovation. ways to think about leadership that take Chris Hauck BBA ’83 MBA ’87,
“As organizations become more complex, the best of what we know about leading president of Lynx Research Consulting,
executives must adapt,” Jim Roach, people and combine it with cutting-edge envisions that business education will close
executive director of TCU Neeley Executive research findings showing how to design the gap between the theoretical and the
Education, said. “Do the old paradigms organizations for agility.” practical. Jennifer Dallao MBA ’05, realtor
fit? Some do and many do not. We help Meg Lehman, national employment with Coldwell Banker, agrees.
professionals look at what it means to lead recruiter for the Neeley School’s Alcon “Exposure to how decisions are made or
today. Are they looking at context? Can Career Center, sees business education from not made in companies, how priorities are
they think creatively? Are they providing both the employer and student perspectives. set, how new ideas are developed, nurtured
Volume 17, Issue 2 | Neeley School of Business at TCU 11SPECIAL SECTION 2020 VISION
business problems. Business education must
enhance value for students, employers and,
ultimately, the world.
In 2014, thousands of researchers,
scholars, students, thought leaders
and executives from around the world
participated in an online “jam” to discuss
the future of business education. One
answer was clear: more informed and
effective management is essential for
addressing global issues such as inadequate
infrastructure, food insecurity, insufficient
health care and environmental degradation.
TCU Neeley already has a seat at the
world table. O. Homer Erekson, the John
V. Roach Dean of the Neeley School of
Business, is a member of the Texas Advisory
Committee for the U.S. Global Leadership
Coalition, a network of businesses and
and grown into full-fledged initiatives, Day. “Neeley also does a great job providing NGOs; foreign policy experts; and business,
this knowledge will give graduates a leg summer internship opportunities, as well religious, academic and community leaders
up and enable them to make an impact in as having developed one of the best bridge from all 50 states who support elevating
organizations sooner,” Dallao said. programs I have ever seen for transitioning diplomacy and development alongside
Dave Rettig BBA ’64, president of students from college into their chosen defense to build a better world.
Bottom Line Strategies, said the Neeley fields.” “At TCU Neeley, we recognize that
School “does a great job emphasizing Providing students with real life business education and experience should
relevance and real-world approaches,” based experiences also means preparing them to be applied to solve a broader range of social
on his interaction with students on Interview address a broader range of problems, not just problems,” Dean Erekson said. “We are
RESEARCH
How Can State Governments Prepare for the Future?
Take a Hard Look at the Numbers.
As state government employees move toward retirement, state governments have promised future
benefits such as pensions and health care.
But when Accounting Professor assets – to measure whether a state’s past and current revenues are
Elizabeth Plummer researched states’ sufficient to cover past and current costs.
financial statements to see if they could The results suggest that 40 states have postponed paying
actually afford those benefits, the for past costs and deferred a median $6.7 billion per state—or
answer was bleak. $5,230 per household—to future periods. These deficit values are
“These future commitments are not also significant when compared with states’ current annual tax
being detailed on current state financial revenues. Sensitivity analysis using adjustments to pension and
statements, so it is difficult for state OPEB liabilities suggests that 48 states have deferred a median cost
legislators to understand the magnitude of of $20.7 billion per state—or $16,200 per household.
the issue,” Plummer said. “They are kicking the can down the road for someone else to
Most states point to a yearly budget deficit or surplus, but that pay,” Plummer said. “We’re not saying we have the answer to the
provides little information about the government’s long-term problem, but by putting a number on it, we can provide a way to
ability to meet financial responsibilities. In addition, emphasis is help them see the magnitude of the problem. Hopefully, they can
usually placed on a state’s operating fund budget, which generally begin to understand the importance of the problem and take steps
represents less than 50 percent of state spending. to address it.”
Plummer’s research shows how a state’s government-wide
financial statements can be used to provide evidence of a state’s “Using Financial Statements to Provide Evidence on the Fiscal Sustainability of
fiscal sustainability. The research used adjusted total net assets – the States.” E. Plummer and T.K. Patton. Journal of Public Budgeting, Accounting
assets minus known liabilities and obligations, not including capital and Financial Management. 2015.
12 Neeley School of Business at TCU | Volume 17, Issue 22020 VISION SPECIAL SECTION
changing business from being perceived as ripple effects of the decisions that businesses
a necessary evil to being a necessary force make,” Pfeiffer said. “We want to make sure
for good.” our students don’t have those kind of blind
“Business education has become too spots. We want them to look at a problem
narrow,” Ray Pfeiffer, associate dean of from a variety of disciplines, not just one.”
undergraduate programs, said. “We want Pfeiffer foresees a combination of real-
to broaden business education to connect world seminars, required global awareness
As organizations become society and business. Today, students may
have very little idea what is going on outside
classes, integrating disciplines within the
business school, and better assimilation
more complex, executives the U.S. or even outside TCU, so we have
to hope they understand how their education
of arts and sciences with the business
curriculum.
must adapt. Do the old connects with what they’ll be doing in the Erekson supports that. “We want to re-
future. For the future, we want to be more emphasize the importance of a liberal arts
paradigms fit? Some do intentional about our approach. We want to background, to help business students be
make a global mindset a requirement.” more intentional in choosing classes that
and many do not. We help Pfieffer and a group of TCU Neeley are not just electives but empowering tools
faculty members are ironing out a to help prepare them for a global business
professionals look at what curriculum that includes interdisciplinary environment.”
collaboration, leadership development, It all adds up to a richer, more meaningful,
it means to lead today.” and effective and ethical management, one more thought-provoking education and
Jim Roach that will put students at the center of world experience.
problems and engage them in devising how “We’ll educate students who are thinkers,
Executive Director of TCU Neeley
business can be a solution to those problems. who understand the broader role of business
Executive Education
“We see crisis after crisis that can largely in society,” Pfeiffer said. “TCU Neeley
be attributed to narrow-minded thinking students will graduate with the attributes that
about profit, without understanding the employers want, and that the world needs.”
Volume 17, Issue 2 | Neeley School of Business at TCU 13SPECIAL SECTION 2020 VISION
What is your prediction?
We asked alumni and students to tell us what they think business
and business education will be like in five years, and where they see
themselves in five years. Here are some of their answers.
I see more influence of the sharing More employees will be working
economy on working spaces: remotely. Corporate real estate
co-working spaces and versatile, managers will continue to shrink
temporary and shared retail spaces. the physical footprint of the
Carolyn Phillips BBA ’09 company through benching/
Owner, Alchemy Pops
hoteling work areas; yet, employees
will miss the social/physical contact
In my industry, oil and gas, I and begin returning to the office.
foresee the use of drones, improved Bill Miller BBA ’71
CEO, Houston Installation Services
methods for finding and producing
oil and gas, and improved ways
of eliminating or reducing carbon
2020 Vision:
2020 Vision: Business emissions and other environmental Business Education
concerns.
Ryan Pivonka MBA ’09
Digital channels, improved mobile Senior HR Manager, Devon Energy Corp. Integrating technology into
experiences and 3D printer everyday business tasks, such as
production capabilities will make software development and coding,
just-in-time inventory management Corporate moves to "office in a will become almost as necessary
and distribution a reality. pocket" will make physical location as being able to run an Excel
Kirby Thornton MBA ’90 less important. spreadsheet or operate Word.
Senior Manager Analytics and Insights, Pier 1 Mark Czarnecki MBA ’76 Michael Emerson BBA ’02
Imports President, Benchmarking Network Inc. Partner, Holland & Knight LLP
14 Neeley School of Business at TCU | Volume 17, Issue 22020 VISION SPECIAL SECTION
We will continue to stress The role of web design and The year 2020 will be filled with
entrepreneurial thinking. Change marketing analytics will influence innovation and new, exciting
is happening at a faster pace every business topic from statistics technology. I want to find ways to
every year. With change comes to management. utilize this fast-paced growth and
opportunity, and universities will Chuck Bouligny MBA ’06 apply it in the field of marketing.
Partner, Ascend Concepts
continue to educate students on Companies that embrace change are
how to recognize opportunity and companies that thrive; therefore,
take action. my hope is to inspire and motivate
2020 Vision: Where Will
Jacob Gonzales BBA ’14 my company to not only embrace
Owner, JG Homes LLC You Be In Five Years?
change, but also be a step ahead of
innovation.
The Neeley School is giving me a
Business schools and businesses set of tools centered on searching
Mackenzie Hall, Marketing Major, Class of 2018
will become more interconnected. for my greater purpose and having
Experienced leaders benefit from confidence in my ability to make a In five years, I hope to be impacting
learning the latest tools and ideas difference, to allow me to positively the world in a big way with
just like young professionals. impact the world in a thousand my major in entrepreneurial
Business schools will offer more ways. management and minor in energy
options, from part-time degrees to Aubree Hutchison, Marketing Major, Class of 2016 technology management. I want to
seminars. be at the front line in the business of
Henry Thompson MBA ’12
renewable energy. In the year 2025,
Analyst, Stage 3 Separation With an impending wave of baby
perhaps I will have started my own
boomer retirements and increased
business with renewable energy a
Businesses of all types will leverage competition for top talent, I will
major facet.
big data and use fast prototyping to help organizations attract, develop
Nick Palko, Entrepreneurial Management Major,
innovate and grow, so more focus and retain the right talent at the Class of 2018
on analyzing crowd-sourced data right time to fill critical roles and
will be necessary. Additionally, a respond to ever-changing business
drive to develop more customized conditions.
Frank Blau, MBA Class of 2016
products and services will require
more project management and
engineering orientation. There is no substitution for hard
Bill Widmer BS ’77 MBA ’78 work, dedication and the desire
Board Chairman, South Bay Waste Management
Authority
to persevere, but not without a
fun-loving attitude. I look forward
to seeing that kind of atmosphere
I believe there will be a strong need spread throughout our country and
to teach students how to develop even the world.
online leadership. Tim Davis, Structures Engineer, Southwest
Jan Birkenholz MBA ’89 Airlines, PMBA Class of 2017
Instructor/Consultant, University of
Northwestern-St. Paul
Volume 17, Issue 2 | Neeley School of Business at TCU 15SPECIAL SECTION 2020 VISION
The Neeley School of the Future
In 2020, with your support, the TCU Neeley School will feature innovative buildings,
classrooms, meeting rooms and activity centers to engage and excite young minds and
experienced professionals. As we work toward our goal, here are a few examples of our
vision for this $100 million project.
The Neeley School will be a rallying point
for North Texas business professionals to
motivate students and share ideas.
We cannot afford to think small
or be content with the status
quo. You can help us build the
future by investing in a space
where business, innovation
and values-centered life come
together for the greater good.”
O. Homer Erekson
John V. Roach Dean of the TCU Neeley School
To see a glimpse of the future
Spencer and Marlene Hays
Business Commons, visit
www.neeley.tcu.edu/boldfuture.
16 Neeley School of Business at TCU | Volume 17, Issue 22020 VISION SPECIAL SECTION Innovative classrooms will spur new ways of thinking, learning and teaching. Students can gather in comfortable, informal The 200-seat hall will host speeches, talks, lectures and areas to collaborate, network and brainstorm. special events, with separate space for receptions. A smart-learning lab will support creative study of consumer behaviors and merchandising activities with the latest in visualization technology. Volume 17, Issue 2 | Neeley School of Business at TCU 17
NEWS AT NEELEY
TCU Accounting Ranks Top 15 and Top 40 in the Nation
#12 #13
In the Public Accounting Report’s 2015 ranking, the TCU
accounting program ranks among the best in the nation.
Among schools of similar size (16 to 21 accounting faculty
members), the TCU Master of Accounting ranks 12 after being
unranked in 2014, and the undergraduate accounting program jumps
to 13 from 17 in 2014.
Overall, the TCU MAc ranks 35 in the nation after being unranked IN THE NATION IN THE NATION
in 2014, and the undergraduate accounting program jumps seven Programs of Similar Size Programs of Similar Size
spots to 36 for 2015.
The rankings are based on accounting professors’ assessment of
accounting programs at all U.S. colleges and universities.
MAc Accounting
“I attribute this increased recognition to the successful
#35 #36
implementation of innovative changes in our programs and
curriculum, especially the Professional Program in Accounting
which provides a seamless transition from undergraduate studies to
graduate,” Mary Stanford, chair of the accounting department, said.
“When you put together talented students with well-regarded
faculty and staff dedicated to student success, the stage is set for first-
class programs,” Dean Homer Erekson said. “Add to that a creative IN THE NATION IN THE NATION
professional development program and strong relationships with All Universities and Colleges All Universities and Colleges
the accounting profession, and opportunities emerge for excellent
internships and career placement.” MAc Accounting
18 Neeley School of Business at TCU | Volume 17, Issue 2NEWS AT NEELEY
TCU MBA Ranks Among Best in the Nation and World
TCU MBA alumni and students have something to brag about
#2 #26
again this year. The TCU MBA program continues to shine in
influential rankings produced by The Economist, Bloomberg
Business and The Princeton Review.
The Economist ranks the TCU Neeley School No. 2 in the
world for MBA faculty quality and in the top 25 in the world
for MBA career services, out of 100 MBA programs around the
world and among only four Texas universities included. Overall,
the TCU Neeley School ranks 61 in the world and 38 in the U.S. IN THE WORLD IN THE NATION
The Economist bases 80 percent of the MBA rankings on faculty
quality, career services, alumni network, educational experience,
MBA Faculty Part-time MBA
salary increase and other criteria, and 20 percent on responses from The Economist Bloomberg Business
students and alumni.
#61 #38
In the Bloomberg Business MBA ranking, the full-time TCU MBA
program jumps 11 spots to 38 in the nation, and the part-time MBA
program debuts at 26 in the nation. Bloomberg Business bases 35
percent of the MBA rankings on employer feedback, 30 percent on
alumni feedback, 15 percent on student feedback, and 10 percent
each on job placement and starting salary.
The Princeton Review’s “Best 295 Business Schools: 2016
Edition” recommends the TCU Neeley School as one of the best in
IN THE WORLD IN THE NATION
the nation to earn an MBA. The schools aren’t ranked overall from
1 to 295, but TCU Neeley ranks highly in several Top 10 specialty
Full-time MBA Full-time MBA
rankings, including No. 7 for Most Competitive MBA Students and
The Economist Bloomberg Business
No. 9 for Best Administered MBA programs. The rankings are based
on student surveys.
Volume 17, Issue 2 | Neeley School of Business at TCU 19NEWS AT NEELEY
Neeley Entrepreneurship Program Ranks Top 25 in the
Country Five Years in a Row
The Princeton Review surveyed thousands of colleges for the Top 25 Colleges for Entrepreneurship 2016, featured in the December 2015 issue
of Entrepreneur. TCU Neeley ranks 20th in the U.S. for strength and value in teaching and supporting entrepreneurial thinking, and for the success
and achievements of students, alumni and faculty. TCU Neeley also ranks 20th in the country for entrepreneurship by U.S. News & World Report.
The importance TCU Neeley places on entrepreneurial thinking is evident.
• 44 entrepreneurship-related courses
• 26 faculty members teaching in the Department of Management,
Entrepreneurship and Leadership
• Two entrepreneurs-in-residence, Brad Hancock, the Davis Family
Entrepreneur-in-Residence, and Michael Sherrod, the William M. Dickey
Entrepreneur-in-Residence
• $78,550 in cash prizes awarded in 2015 by the Richards Barrentine Values
and Ventures® Competition
• $4,500 awarded to TCU students by the Bill Shaddock Venture Capital
Fund, the TCU Elevator Pitch Competition and other competitions
• Coleman Faculty Fellows teaching entrepreneurial skills across all TCU
majors
• 90 companies started by graduates in the last 10 years
• $1,917,075 in funding raised by graduates starting new businesses over
the past 10 years
• The largest student organization at TCU (Entrepreneurship Club at TCU)
20 Neeley School of Business at TCU | Volume 17, Issue 2NEWS AT NEELEY
TCU MBA Hosts 1st
PepsiCo Invitational
Business Competition
MBA students from 14 top universities across the U.S.
came to TCU in September to compete in a marketing and
finance case competition judged by PepsiCo executives.
MBAs from TCU, Duke, Vanderbilt, Texas, Houston,
Illinois, Iowa, Pennsylvania, Rice, SMU, Maryland,
A&M, UTD and Washington-St. Louis competed for cash
prizes and the opportunity to prove themselves to PepsiCo
executives. Frito-Lay CEO Tom Greco was among the
judges along with Steve Hill, global head of innovation
and investment at KPMG.
Each team consisted of four MBA students from
different schools, randomly assigned. TCU MBAs were
on two of the winnings teams: Morgan Ferguson’s team
won second place for $5,000, and Kyle Tilley’s team won
third place for $3,000. A team of students from Illinois,
Iowa, Vanderbilt and SMU won first place and $10,000.
Case competitions are a valuable experience for
students. “There is no substitute for wrestling with real
business problems, developing effective solutions and
presenting to successful executives,” said Bill Wempe,
executive director of graduate programs at the Neeley
School.
“I have a lot of confidence that the ideas that came out
of this competition are going to be implemented out in the
marketplace,” Frito-Lay's Greco said.
Volume 17, Issue 2 | Neeley School of Business at TCU 21NEWS AT NEELEY
Find the Business
Frogs in Your City
Do you know where the Neeley alumni
are in your city? We can help.
Neeley alumni are following their
career paths all across the country. To
help them find each other and students,
we’ve established committees in Horned
Frog-heavy areas across the U.S.: Fort
Worth, Austin, Dallas, Houston, Northern
California, Southern California, Seattle,
New York City, Washington DC, Denver,
Chicago and Kansas City.
These committees, headed by members
of the Neeley Alumni Executive Board, plan
and host events for alumni, students, parents
and friends.
Over Fall Break, NorCAl committee co-
chairs Phillip Homza BBA ’10 MAc ’12 and
Kaity Wegen BBA ’14 hosted a technology-
themed event featuring James Beshara,
CEO and founder of Tilt, for visiting Neeley
Fellows and local alumni.
“Katie and I wanted our first event to
unite local alumni from different graduating
classes and show the Neeley Fellows
what it is like to live and work in the Bay room,” said Jace Thompson BBA ’08 MBA the committee with Scott Moore BBA ’81,
Area,” said Homza, senior global asset ’13, manager of PNW budgets for BNSF associate partner with Aon Hewitt.
management assurance for Ernst & Young. Railway and chair of the Seattle Committee. The NYC Committee is planning their
The Seattle committee hosted a Fall The Chicago Committee launched in first event for spring featuring TCU alumnus
Break alumni/undergrad networking event July. Since many students come to TCU Mark Bezos, who is involved with his
at the Center for Wooden Boats, located on from the Chicago area and return there brother Jeff Bezos, founder of Amazon,
Lake Union in the shadow of the Seattle after graduating, the committees hopes to in their Blue Origin venture, a private
skyline. “capitalize on that momentum and build a aerospace company. The NYC committee is
“Everyone was impressed with the venue strong and enduring network in Chicago,” co-chaired by Erik Harsemma BBA ’98, real
and there was a lot of positive energy in the said Kyle Emmons BBA ’05, managing estate broker with Brown Harris Stevens,
partner with Motte Partners, who co-chairs and Ryan Hoff BBA ’11, associate of co-
investment for AlpInvest Partners. Abby
Osvog BBA ’11 co-chaired the committee
until her recent move back to Fort Worth.
“While a student at TCU and even more
as an alum, I truly recognize the power of
the TCU network and am passionate about
connecting fellow Horned Frogs with each
other,” Osvog said. “Activating our Neeley
network in key cities across the country will
continue to help more students achieve their
goals of working for top-notch companies
across the country and globally.”
Dallisa Hocking, director of alumni and
constituent relations for the TCU Neeley
School, said she is encouraged by the
interest from alumni and constituents in the
12 committee locations. “Clearly people
want to connect with Neeley and with one
another, so we look forward to planning
and activating events in their cities and
continuing to increase engagement in new
and meaningful ways.”
22 Neeley School of Business at TCU | Volume 17, Issue 2NEWS AT NEELEY
Accounting Professor Sandy Callaghan Named 2015 Neeley
Alumni Professor of the Year
Sandy Callaghan, associate professor of accounting, joined
the TCU Neeley School in 1998 and has received numerous
teaching awards.
“Recently a student said to me: ‘I think you really like your
job.’ Why wouldn’t I?” Callaghan said. “As a TCU professor, I
have the opportunity to nurture the intellectual spirit in students.
Every day I teach topics I am passionate about. Yet, by far
the best aspect is the relationships that I have developed with
current and former students.”
Recent graduate Amy Otte BBA ’15, financial analyst at
Lockheed Martin Aeronautics, said, “Dr. Callaghan did not teach
with the end goal that students find the right answers, but rather
that students learn to think critically for themselves. She held
us to a high standard and we learned that we should have those
same high expectations for our own work.”
Phillip Homza MAc ’12, assurance senior at Ernst & Young,
said Dr. Callaghan is a “prime example of why TCU is one of
the top universities in the US. Her classes are challenging and
engaging. She takes a genuine interest in her students’ career
goals and aspirations, and has an incredible ability to relate to
her students and see their full potential.”
Callaghan holds a PhD in accounting from Michigan State
University, MPA from the University of Texas at Austin, and
BS from TCU. She is past president of the American Tax
Association.
Neeley Entrepreneurship
Center Announces New
Director for Values and
Ventures®
Matt Smilor, a graduate of the TCU Executive MBA program,
will oversee the Richards Barrentine Values and Ventures®
Competition, an annual event for undergraduate students around
the world to pitch plans for profitable enterprises that impact
society in meaningful ways.
“The ingenuity, creativity and innovative concepts that young
entrepreneurs bring to this competition from around the world
are amazing and inspiring,” Smilor said. “I hope to continue to
grow the competition’s prestige and impact.”
Smilor’s experience includes managing programs in
telecommunications and hospitality, and consulting for
small businesses and start-ups. He has been involved in the
growth, logistics and success of multiple projects, planned and
implemented major events, and collaborated with a wide range
of people and organizations.
Volume 17, Issue 2 | Neeley School of Business at TCU 23FACULTY NEWS
HEAD of the
CLASS
Students look to classroom leadership to help them realize their full potential.
Meet the newest faculty members who deepen our already academically rigorous curriculum.
Brad Harris
Assistant Professor of
Management
Department of Management,
Entrepreneurship and
Leadership
Harris’ research expertise
focuses on leadership, effective
teamwork, organizational
socialization and human resources.
His work has been featured in
numerous outlets, including the
upcoming book Proactivity at Work and
several leading journals such as the Journal
Michael Hitt of Applied Psychology, Personnel Psychology and
The Leadership Quarterly.” His articles include, “I Cannot Afford to Have a
Distinguished Research Fellow
Life: Employee Adaptation to Feelings of Job Insecurity” and “Getting What’s
Department of Management, New from Newcomers: Empowering Leadership, Creativity and Adjustment in
Entrepreneurship and Leadership the Socialization Context.”
An expert in strategic management, international Harris has won awards of excellence in teaching and research. He holds a
strategy and strategic entrepreneurship, Hitt PhD from Texas A&M University, MBA from the University of Florida and
taught for 27 years at Texas A&M, and previously BBA from Texas Tech University.
at Arizona State, UT-Arlington and Oklahoma
State, before coming to TCU. He is a renowned
researcher and author of numerous publications in
prestigious academic journals, including Academy
of Management Journal, Strategic Management
Journal and Journal of Operations Management. Yashoda Bhagwat
Recent articles include “Resource Based Theory in Assistant Professor of Marketing
Operations Management Research,” “When More is Department of Marketing
Not Enough: Executive Greed and its Influence on
Bhagwat’s research and
Shareholder Wealth,” “The Dark Side of Leadership:
teaching focus on marketing
Toward a Mid-Range Theory of Hubris and Greed in
strategy, customer relationship
Entrepreneurial Contexts” and “All Things Great and
management, services
Small: Organizational Size, Boundaries of the Firm
marketing and retailing. She
and a Changing Environment.
has been published in Journal
He is consulting editor for Strategic
of Marketing and Marketing
Entrepreneurship Journal and recently was editor-
Science. Her publications include
in-chief of Oxford Research Reviews. He is on the
“Regaining ‘Lost’ Customers: The
editorial advisory board of 13 academic journals.
Predictive Power of Marketing” and
Hitt has won numerous awards for research and
“Assessing the Influence of Economic and
teaching, including Thomson Reuters Highly Cited
Customer Experience Factors on Service Purchase
Researcher 2014 and 2015, The World’s Most
Behaviors.”
Influential Scientific Minds 2014 and Lifetime
She has received honors for both teaching and research, including 2014
Achievement Award for Scholarship from Texas
Graduate Teaching Instructor Teaching Excellence Award, 2013 AMA-Sheth
A&M Mays Business School. He has served as a
Doctoral Consortium Fellow and 2012 SMA Doctorial Consortium Fellow.
visiting scholar at universities around the world.
Bhagwat holds a PhD in Marketing from Georgia State University, MS from the
He holds a PhD in Organizational Theory/Behavior
University of Alabama and BA from the University of Michigan.
from the University of Colorado, and MBA and BBA
from Texas Tech University.
24 Neeley School of Business at TCU | Volume 17, Issue 2FACULTY NEWS
Grant Farnsworth
Assistant Professor of Finance
Department of Finance
Farnsworth’s research focuses on financial institutions such as hedge funds, mutual funds and
venture capital. He was a quantitative researcher for Chicago Alternative Investment Partners
and head of quantitative modeling and strategies for Delaware Street Capital Quantitative Group
before turning to academics. His research, “Liquidity Costs, Return Smoothing, and Investor
Flows: Evidence from a Separate Account Platform,” was published in Management Science.
He taught at Pennsylvania State and received the Smeal Competitive Research Grant four
years in a row. He holds a PhD from Pennsylvania State, MS in finance from Northwestern
University, and BA in economics and BS in mathematics from Brigham Young University.
Sarang Sunder Jeremy (JJ) Kovach
Assistant Professor of Marketing Assistant Professor of Supply Chain Management
Department of Marketing Department of Information Systems and Supply Chain
Sunder’s research focuses on customer relationship Kovach was operations manager for Barricks Manufacturing
management, salesforce management, emerging markets and and design leader and Six Sigma black belt for GE Lighting
diffusion modeling. He has been published in Harvard Business Systems. His research and teaching center on new product
Review, Journal of Retailing, Journal of Marketing Research development, cross-functional project management, operations
and Journal of International Marketing. His publications strategy, technology management and closed loop supply chains.
include “Who’s Your Most Valuable Salesperson,” “Measuring His research, “Firm Performance in Dynamic Environments: The
and Managing a Salesperson’s Future Value to the Firm” and Role of Operational Slack and Operational Scope,” was published
“Leveraging Distribution to in Journal of Operations
Maximize Firm Performance Management. He won the
in Emerging Markets.” OM Division Chan Hahn
Sunder received the Best Paper Award
SEF/Neill Rackham from the Academy of
research grant in Management in 2013.
2015 and was Kovach holds
honored as the a PhD from
ISMS Doctoral Georgia Institute
Consortium Fellow of Technology and
in 2014. He holds MS and BS from
a PhD and MS the University of
from Georgia State Tennessee.
University, where he won
the 2014 GTA Teaching
Excellence Award.
Patti Jordan
Assistant Professor of Professional Practice in Supply Chain
Department of Information Systems and Supply Chain
Jordan’s experience includes 30 years in distribution operation, business planning and process
engineering with Webco Industries and seven years as inventory manager, product support
manager and senior systems analyst for American Airlines. Her research covers supply chain
and operations management with an emphasis on the applications and integration of strategic
information systems, business analytics and project management to create a competitive
advantage. Her research, “When the Dark Ones Become Darker: How Promotion Focus
Moderates the Effects of the Dark Triad on Supervisor Performance Ratings,” was published in
Journal of Organizational Behavior.
Jordan holds a Doctorate of Philosophy, MBA and BS from Oklahoma State University.
Volume 17, Issue 2 | Neeley School of Business at TCU 25You can also read
