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07 Jul 2016, 09:01
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| FROM Kenan Flagler Executive MBA Blog: Together, we made history |
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We asked you to help us make Fiscal Year 2015-16 one for the books – and together, we made history! Here’s a look at all we’ve accomplished this year. Most donors in a fiscal year6,574 alumni, students, faculty, staff and friends of the School helped us set a new record in FY 15-16 – that’s 223 more than the previous record. Increased alumni giving participationSupport from you and your fellow alumni helped us reach our highest alumni donor total in over a decade. A record-setting Reunion WeekendThis year’s reuniting classes set new records for Reunion Weekend attendance and giving. The greatest day of giving in School historyOur first-ever Giving Day raised more than $311,000 in just 24 hours. The highest giving total in historyTogether, we raised $3.2M for the Fund for UNC Kenan-Flagler. That adds up to a record-setting$0M in cash and commitments Thanks to your support, thousands of current and future UNC Kenan-Flagler students will benefit from scholarship and fellowship dollars, faculty support, program funding, classroom and technology upgrades, and countless other opportunities made possible by these tremendous fundraising results. Your support matters – but don’t just take it from us. Here’s what UNC Kenan-Flagler grad Dominique Stephenson (MAC ’16) has to say about the impact your generous support has made. Our job is far from done. As we begin a new fiscal year, it’s more important than ever to keep the momentum going! CLICK HERETO MAKE A GIFT 
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08 Jul 2016, 12:01
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| FROM Kenan Flagler Executive MBA Blog: Getting down to business |
 The McColl Building, home to UNC Kenan-Flagler Business School. Photo: Andre Domingues/Timeless Streets Photoworks I remember the first time I saw UNC Kenan-Flagler Business School during the summer of 2003. I was seven years old, celebrating my father’s graduation from the Executive MBA Program. Towering high above the base of Skipper Bowles Drive, the red brick McColl Building and its neighboring structures looked like a castle to me. Its sloping arches and square windows were simple, yet inexplicably elegant. I remember walking under the procession of flags leading up to the glass doors, squeezing my father’s hand and straining my eyes to point out the Brazilian flag to him. This was the place where my father became, in the elementary vocabulary I was limited to at the time, a “business man.” That’s how I introduced him to my friends, unaware of exactly what he did on a day-to-day basis, but overflowing with immense pride. When I visited UNC in the spring of 2014 with my mother, the first place we went to was the Business School. It was pouring rain and my woolen sweater was doing its best to keep me dry, with raindrops beading up for several seconds only to collapse into the fabric. Undeterred, I walked out onto the terrace in front of the McColl Building and angled my neck down. Before me lay a bed of red bricks, engraved with the names of countless graduates. I struggled to make out the names, a vibrating, rippling film of reflective water obscuring rows of Smiths and Johnsons. I scanned the endings, looking for the Latino-sounding ones but combing through the Hispanic “-ez’s” in search of a Portuguese “-es.” It was probably to my mother’s surprise when I doubled over in laughter upon finding my father’s brick. Despite spelling his name right – an impressive feat in itself – it listed his graduation date as 2023. Better late than never, eh Dad? The brick has since been replaced with one listing his correct graduation year, but that story has become a special source of pride and laughter in my family. UNC Kenan-Flagler Business School holds a special place in my heart. It is a site of immense pride, unbridled laughter and tremendous opportunity in my family. Every red brick on which I step reminds me of my father – of the two difficult years he spent travelling back and forth between Florida and North Carolina, all so that he could build a better future for me and my sister. I remember how he would spend hours on end studying in his office with the door closed and that my mother would ask me not to disturb him when I wanted to play. At the dinner table, he would hold his head up with his left arm, his fingers scrunched up in his hair, the same way I do when I’m stressed. One Father’s Day, I dressed up in one of his favorite Brooks Brothers slim-fit, non-iron shirts and a pair of dark brown leather shoes – the ones with the metal horse bit on the tops – eagerly awaiting the smile I knew my clownish appearance would bring to his face. I now own the same Brooks Brothers shirts and have a pair of the same horse bit shoes. In the fall of 2016, I’ll be joining the UNC Kenan-Flagler Undergraduate Business Program, as well as working as a photographer for the Business School – a son following, quite literally, in his father’s footsteps. He inspires me every day. Editor’s note: Andre Domingues (BSBA ’18) is the son of Mariano Domingues (EMBA ’03), director of business development and contract administration at Odebrecht. This post has been republished with permission from the author. View the original post. 
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13 Jul 2016, 13:01
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| FROM Kenan Flagler Executive MBA Blog: 5 insights on the European approach to doing business |
 Pedro Hofmeister (OneMBA ’17) weighs in during the global OneMBA European Residency. In the spring of 2016, I had the chance to spend one full week immersed in the European way of doing business as part of the UNC Kenan-Flagler Business School global OneMBA program. We were hosted by RSM at Erasmus University and the Gdansk Foundation for Management Development. There, I met my new OneMBA global group composed of Ganpi Srinivasan (U.S./India), Stefanie Lai (China), Karina Orozco and Federico Fricke (both from Mexico), Jalal Fitoury (The Netherlands) and Zvonimir Mrsic (Croatia). Thank you for sharing this life-changing opportunity. Below are the 5 collective insights we gained. I hope they mean as much to you as they meant to us! Constantly reinvent yourself. Rotterdam was destroyed during World War II and then rebuilt oriented for the future, for what Rotterdam wanted to be, thinking about the potential of the city: its port. Contrast this with Old Warsaw, which was rebuilt with a focus on recreating “a better version of its past.” If we had not learned the history, Old Town would be the original old town for us. In both cities, we saw the European resilience and persistence through reconstruction and reinvention. These cities were each devastated in their own way, and it must have been hard to imagine the future immediately afterward. The residents took the long view and found the power to literally start over from the ground up (again). That’s an important lesson for when we go through rough times and lose something we previously conquered. Questions can be too simple. Some questions do not need or should not be answered – they are just too simple. They impose a restricted framework on us even before we start to think about the answer. When we answer these questions, we narrow our view as well as the discussion. Most importantly, issues are complex and there are more possibilities than the traditional yes/no or black/white. In an ever faster and ever changing world, we should – first and foremost – think and challenge the given framework by checking to see if the issue could be framed differently, or even if an answer or reaction is needed at all. David Cameron asked people to answer yes/no to Brexit, when the question to be asked might have been how the U.K. should relate to the E.U. This approach likely takes more time and a lot more dialogue, but we avoid simplistic and sometimes harmful solutions. By acting in this way we will likely avoid conflict, break resistances and reach better solutions. It is a more inclusive and less combative manner of doing things that can be effective if time and the amount of discussion are well managed. There is identity in unity and identity in diversity. A core challenge for the European Union is for its countries to preserve their national identity while being part of a bigger Union (with a common European identity). This involves dialogue and respect for differences. Above all, it means dealing with complicated past issues and assuming that our future is together. In our professional lives, we can take the same philosophy around team building and working as teams. Instead of treating teams as temporary, we could think about how we would act and do things if the team was permanent. And as old and new Europe work together to better the union and the world, we should also identify diversity in our team and see how we can leverage the best in everyone. Think long-term. What’s your legacy? Sustainability has a much broader meaning than is typically applied. It is about sustainable relationships, sustainable finance and sustained values – in summary, it is about a sustainable future. It is about thinking longer-term. Professor Jan Peter Balkenende was able to consolidate different takes on sustainability in his lecture, questioning values and objectives in business. It was especially impactful to hear this perspective espoused by a politician in times when corruption and populism are affecting many of our countries. Business is about maximizing profit and creating value for diverse people and entities. More and more, we think about business – and even our careers – with a short-term view because of incentives, or because it is harder to foresee the long-term. Short-term objectives take over the business conversation and the minds of business people. What about the longer-term? What are the values that we are promoting? What is our legacy? As leaders and citizens of our respective nations, we should also think about the legacy we leave behind for our future generations – and this is not only an ecological footprint. We should foster sustainability in the way we act, and in several other dimensions in our lives. Collaboration is key. It is not about wins or losses. Instead, it is about discussing everything and trying to reach a compromise on every issue so that all parties benefit. It is a different form of power. It is about creating and managing inter-dependency. It is feminine power in a more feminine world. Professionally, we can imbibe that approach in our collaborative teams to drive success. We can also identify small milestones, celebrating those successes as the milestones that pave the way for bigger successes. Thanks to this life-changing opportunity filled with lectures, interactions, company visits and workshops, we all took a new part of Europe with us back home. We hope that the European spirit in us will guide us in our personal and professional lives. By Pedro Hofmeister (UNC ’17), head of digital at AIG, with Ganpi Srinivasan (UNC ’17), Stefanie Lai (Xiamen University), Karina Orozco (EGADE), Federico Fricke (EGADE), Jalal Fitoury (RSM) and Zvonimir Mrsic (RSM). This post has been adapted and republished with permission. View the original post here. 
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