How to develop the personal habits that contribute to the level of wellness needed to achieve and sustain high levels of professional performance.
How to structure a sustainable business that enables a satisfying and sustainable life
A Wharton Alumnus can learn or study “technical” skills (like finance, statistics, languages, products, advertising, etc) but very often that’s not what he needs to learn to solve critical problems or take fundamental decisions. At a certain point in the career, one needs other skills that go beyond problem solving and that have a lot to do with experience and knowledge.
Wharton owns a wealth of experience and knowledge through Faculty, Alumni and Students.
The idea then would be to use this distributed experience and knowledge to focus on a specific “Doubt”: a critical problem or a fundamental decision.
Once a problem or decision is identified:
- The proponent could frame the Doubt and the context as necessary pre-work,
- Wharton could help in the choice of the team members (based on industry experience, similarities, background, volunteers, etc),
- The team members accept to prepare and participate to this unique “Board Meeting” (a “Sounding board Meeting”…), with the aim to contribute and candidly express their opinions and questions
- A working session (Sounding Board Meeting) takes place, with presentation, debate, conclusions and possibly short term follow-up.
- Once the main objective is accomplished, the working session can also broaden the discussion to other related themes or… Doubts
- The Faculty can of course decide to use the case in the courses
- The Faculty can also define the Frame or general Theme, within which proponents can add their Doubt
An alien observing human life from afar might be puzzled by these weird financial institutions called "universities" that have inexplicable educational operations attached to them. What does it mean that Penn and the other Ivies amass huge fortunes and spend only 4 percent of them each year. One explanation is that they need big reserves to buffer business cycles. That might explain a billion or so. But, why do they need 10s of Billions. Doesn't hoarding cash imply that the institutions can not productively invest that cash? Stakeholders would take a very hard view on a company that hoarded so much cash and did not invest it productively. It is time for some clear economic reasoning to be applied to philanthropic capital and the financing of higher education.
When attending Wharton thirty years ago the macho thing to study was Finance;yet ,especially after becoming CEO, the secret to success was building and motivating the right team;part of this is talent, but can it(and how) be taught?
How to transition between sectors - either to the nonprofit space or from it.
We have probably entered a period of slower growth,deleveraging and tough markets which may last for several years; how should business training change to prepare young talent for times like these?
Wharton can help bridge the disconnect between policymakers and business leaders. the financial crisis has really brought this issue to light!
Negotiation skills are the most critical and one cannot get enough training. Aligned to that are training how to portray "presence". The latter is important the more senior one gets
Real estate's central role in the Great Recession needs to be reviewed by a highly knowledgeable speaker, who then will discuss regulatory, taxation, industry, and other proposed reforms that will dramatically lessen the chance of another debacle like the one that we're currently enduring. I might suggest Peter Linneman, economist and former Wharton Real Estate Center director, to be the speaker. This topic, which is general in nature, should be relevant and important to everyone at the reunion.
Effective marketing tools and brand management for luxury goods and services