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10 Mar 2017, 11:11
10 Mar 2017, 15:00
| FROM Tuck Admissions Blog: TuckCast: An Interview with Katherine Hall T’17, President of Tuck’s Women in Business Club |
  In the second edition of TuckCast, Alen Amini T’18 talks with president of the Women in Business (WIB) Club, Katherine Hall T’17, who is pursuing an MBA as part of a career transition from accounting into retail. Katherine was drawn to Tuck after visiting the campus during the WIB conference and says it’s the reason why she is in Hanover today. LISTEN Women in Business Club is to foster a community that enables women to achieve personal and professional success. To this end, WIB provides mentoring, networking, and career development throughout the Tuck experience. We also host an annual conference for prospective and current students, alumni, faculty and staff. |
10 Mar 2017, 15:10
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15 Mar 2017, 11:00
| FROM Tuck Admissions Blog: Wal-Mart Talks Sustainability & the Supply Chain at Tuck BSC |
 By Annabel de Braganca T’18  The Tuck Business and Society Conference (BSC) this year asked attendees to consider what “Business Not As Usual” means. One of the most intriguing events of the day for me, a sometimes-baffled, ever-hopeful student of business and society at Tuck, was a revealing Q&A with retail giant Wal-Mart, represented at the conference by head of U.S. Pricing Strategy, Tim Robinson and head of Stakeholder Relationships, Katherine Neebe. Wal-Mart is the largest retailer by revenue ($480 Billion) and employs a staggering 2.2 million people around the world. It is not immediately recognized or praised for its success in sustainability and, perhaps due to ignoring important conservation issues in its past and a responsibility to keep its shareholder-base happy, keeps a low profile. But Wal-Mart has been making changes: galvanized into action after its home region and original core-customer base in the Gulf was devastatingly impacted by Katrina in 2009, Wal-Mart has decided on permanent action, targeting zero waste in the coming decades, incentivizing executives and managers to implement sustainable practices and working—with the lofty goal of doing so with the buy-in of its mammoth supply chain. Wal-Mart’s Sustainability Index helps it identify pieces of the chain that need work. Meanwhile, it uses the power of incentives to compel executives and managers to implement new sustainable practices. Herein lies an obvious dilemma: how to motivate comfortable, long-term players in its supply chain to adopt new practices? Wal-Mart refrains from developing new “organic” products, avowing that shelf-space for two varieties of the same brand product (regular and organic) is inefficient, and that it lacks the customer-base that would appreciate the effort. However, its power as a monopsonist gives the company leeway to compel suppliers to implement more sustainable measures to develop their regular product, thereby eliminating the risk the customers will be turned off by healthy facsimiles of the products they love. Central to Wal-Mart’s sustainability effort is the Midwest Roe-Crop collaborative with the ambitious goal of eliminating 9 million metric tons in greenhouse gases by working with partner farmers over a geographic spread of 23 million acres. Wal-Mart and its farmers admittedly have something in common: a (formerly) long-standing resistance to change. So now that the retailer is turning the dial, how can it reach the very beginning of the supply chain? In terms Wal-Mart can spell out clearly: better profits. The biggest culprit of environmental harm on farms is pricey fertilizers which run off farms and contribute to barren “dead zones.” These hurt the farmer, the product, and the environment. Of course, another looming beast is the major waste Wal-Mart generates every year, which amounts to $2.6 trillion in annual loss. Its ambition is to become a zero-waste firm in the coming decades, bringing its supply chain with it. Change takes time when you are a $480 billion firm, but as sustainable practices become more and more critical to firm success, Wal-Mart has lofty and important goals to achieve. And for all MBAs hoping to make an impact in the future, the looming lesson of Wal-Mart remains: how to improve a firm’s sustainably without losing share-holder value. The 15th annual Business & Society Conference, “Business Not as Usual,” was held February 23-24. The Tuck Center for Business, Government & Society supports the annual student-led conference which brings together leaders from a wide range of fields to discuss the important role that business leaders can play in creating a more sustainable world. This year’s conference focused on how the business community can effect change in the social sphere. Learn more about the Center for Business, Government & Society. |
15 Mar 2017, 19:14
16 Mar 2017, 06:00
| FROM Tuck Admissions Blog: Career Services: Exploration & Other Resources |
 There’s a very good chance that you’re pursuing an MBA to change jobs—sometimes pretty drastically. Though you might guess some of the services provided by a school’s career office, we imagine there are others that aren’t so obvious. Furthermore, it’s likely that each program you’re considering operates a bit differently. For example, the team in Tuck’s Career Development Office (CDO) prides itself on offering personalized and hands-on support. Additionally, each Career Coach has industry experience within the industries in which they're advising. In the coming weeks, we’ll outline the distinct services offered by Tuck's CDO and what they entail. Stay tuned! Career Exploration
Other CDO Recommended Resources
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21 Mar 2017, 06:00
| FROM Tuck Admissions Blog: Career Services: On- and Off-Campus Recruiting |
 Last week, we talked about the career exploration process at Tuck. This week, job opportunities and recruiting! You've seen the stats, you recognize the companies, but how does this whole thing work? Well, it varies. Some industries have been recruiting MBAs forever and have fairly structured processes, like consulting, financial services, and consumer goods/brand management. These companies are likely to recruit on campus. Other industries might not focus their hiring on the MBA pipeline, or are smaller and are looking to hire fewer people (i.e. start-ups). This category lends itself to off-campus recruiting. Recruiting services offered by the Career Development Office (CDO): On-Campus Recruiting
Off-Campus Recruiting
*When recruiters come to campus, they interview people from a “closed list” and an “open list.” They get to choose who makes the closed list based on a resume book. You, as a student, will have a chance to get on the open list with a winning “bid.” Every Tuck student is allotted the same number of points in order to bid for interviews with the companies of their choosing. This is a fantastic opportunity for career switchers, whose resume itself might seem less competitive. You'll hear about this in more detail as a student! Up next: Networking and Application Materials |
22 Mar 2017, 12:00
| FROM Tuck Admissions Blog: Five Questions with John Dorffeld T’10 of Chevron |
 By Shawn Curley T’17 John Dorffeld T’10 is a commercial operations representative at Chevron, Inc. in the MCBU Delaware Basin. John was kind enough to answer five of our questions. How did Tuck prepare you for a career in energy? Tuck prepared me for my energy career in two main areas: First by fostering a collaborative working environment with diverse groups of high-performing individuals who make decisions and achieve results. The Tuck environment and approach to learning closely mirrors the environment at Chevron—cross-functional work teams operating in a decentralized corporate structure allowing business units and projects to compete for capital. As a truly global business, Chevron provided me opportunities to contribute in this manner across the globe, including two years living in Australia and the UK with teammates from all over the world. Second, Tuck’s curriculum—including coursework on Decision Science, both foundation and elective, and Negotiations—prepared me to be able to quickly contribute to the business. Chevron is a keen employer of decision science and probabilistic analysis when valuing everything from multibillion dollar projects down to sub-million dollar deals—expertise and fluency in the language of decision science is crucial. Negotiations is both art and science. Within my current role supporting the prolific Delaware Basin unconventional oil and natural gas play in West Texas and East New Mexico, I have concurrent negotiations of anywhere from three to eight contracts at one time with daily counterparty engagement at a variety of complex circumstances and leverage positions. The negotiations training provided at Tuck was invaluable to begin developing my own personal style and methods. What have been some of your favorite aspects of the Business and Commercial MBA program at Chevron? The Chevron Business and Commercial MBA program provided me a truly unique experience. As a new hire transitioning careers from the U.S. Army, I wanted a development program that delivered a variety of functional experiences and international geographic opportunities. The Chevron program met these expectations and more. I rotated through four different job functions in three locations, commencing in Houston with relocation to Aberdeen, UK, and on to Perth, Australia (with two rotations in Perth). The rotations lasted between six and nine months, during which I was exposed to deepwater oil developments, probabilistic economic modeling on a multibillion dollar major capital project, and liquefied natural gas sales to international customers. Where do you see oil and gas commodities pricing going? I think the general consensus in the industry is that we reached the bottom of this particular price cycle and we are now on a gentle recovery in oil prices. The expectation in oil is flat to moderate price growth at a modest pace over the next few years. No one is betting on the rapid return to $100+ oil, and companies like Chevron are making their investments and capital allocations accordingly. My understanding of gas prices in the U.S. is they are fairly low volatility, so I would speculate what you see is what you are going to get for some time. International gas prices are generally higher than the U.S., but have different costs of production due to supply and demand dynamics as well as any associated transportation costs (Liquefied Natural Gas by tanker in Asia and Russian pipeline gas in Europe)—so a similar low volatility scenario (excepting seasonality) is expected. Bottom line for Chevron is we concentrate on maximizing production that provides industry leading returns—this translates into consistent discipline to lower capex and opex, as well as a relentless pursuit of operational excellence and production efficiencies. Another key progress area is the strides taken in technology to unlock previous undevelopable resources and bring them to market. To that end Chevron operates a small internal venture capital type organization (Chevron Tech Ventures) that assesses emerging technologies and invests in those where they believe there is potential. What expectations do the oil and gas industry have from a Trump presidency? Chevron is a truly global company, with assets and employees across the world and experience working with all types of governments. Like any administration in the U.S., I would expect both benefits and challenges based on policy and regulation adjustments. Chevron will continue to focus on what the company does best—developing the energy that enables human progress. What are the most exciting things happening at Chevron and in the industry in general? The oil and gas industry just exited (hopefully) a bearish commodity market. As with any commodity-based industry, this compelled a period of opex and capex reduction as well as many reductions in employment opportunities. Now that I feel the “bounce” has occurred, I am excited to see a modest reinvigoration of hiring (including recruiting for the Chevron Business and Commercial MBA program). Additionally, I am able to work in the Chevron focus area of the Permian Basin. Once thought to be a tired asset base, it is now the next frontier of oil and gas production and the investment target for generous allocations of capital by Chevron and other companies. It’s a good time to enter the oil and gas industry, and a great time to be on board with Chevron. |
23 Mar 2017, 03:21
28 Mar 2017, 14:00
| FROM Tuck Admissions Blog: Career Services: Networking and Application Prep |
 Welcome to Week 3 in our series on the services offered by Tuck’s Career Development Office (CDO). Here in admissions, we're happy to talk about careers and our wonderful colleagues in the CDO, but you can also read many blog posts directly from them. Next week, we'll wrap up the series by talking about interview prep and offer negotiation. Networking Job search preparation: Classes and original content to learn about networking skills
Application Materials Job search preparation: Classes and original content to learn about writing cover letters and résumé
If you missed the previous posts, have no fear. Here’s what we’ve covered so far: Week 1: Career Exploration & Other Resources Week 2: On- and Off-Campus Recruiting |
30 Mar 2017, 09:27
03 Apr 2017, 10:00
| FROM Tuck Admissions Blog: Explore the Student Experience at Tuck |
 Our students arrive at Tuck with professional experience and career aspirations as diverse as they are. We understand your goals and partner with you as you embark on the path to achieving them. Discover the Tuck experience through the people who know it best: our students. Search by Career Industry Start at the landing page to browse the entire library of student pathways or select a career/industry category to narrow your search.  Student Stories and Interviews Get to know MBA and dual-degree candidates from a wide range of backgrounds and discover how they shaped their unique Tuck experience through their personal stories and interviews. Shaping the Tuck Experience Follow each unique pathway to see where our students come from, how they create lasting impact at Tuck, and where they go from here.  Can’t find the story you’re looking for? Tell us about yourself and let us match you with someone with a similar profile. |
04 Apr 2017, 06:00
| FROM Tuck Admissions Blog: Career Services: Interview Prep & Offer Negotiation |
 Welcome to the fourth and final week of our Career Services series! For content from weeks 1-3, please scroll to the bottom. In addition to everything the Career Development Office offers, your classmates and second-year students will also be huge resources. Reach out to Career Club leadership with questions about specific industries. Tuck embodies a truly personal, connected, and collaborative culture and your career search is no exception. Interview Preparation Job search preparation: Classes and original content to learn about interview preparation
Offer Negotiation Job search preparation: Classes and original content to learn about offer negotiation skills
In case you missed our previous posts, here's what we've covered so far: Week 1: Career Exploration & Other Resources Week 2: On- and Off-Campus Recruiting Week 3: Networking and Application Prep Questions? Ideas for other Tuck 360 posts? Please feel free to post them in the comment section! Also, make sure to stay tuned for online webinars and Q&As that feature Tuck's Career Development Office. |
05 Apr 2017, 07:00
| FROM Tuck Admissions Blog: Patagonia Director Talks the Company’s Mission-Based Strategy |
 By Carole Gaudet Vincent Stanley is one of Patagonia’s founding employees and its long-time chief storyteller. He delivered the closing keynote address at this year’s Business & Society Conference: “Business NOT As Usual.” In his address, Stanley discusses Patagonia’s gradual journey toward responsibility—and what the company now views as its most important challenges in the decades to come. He also speaks from his own experience about what makes a working life meaningful, over the long haul, in a time of social and environmental crisis.  Stanley is co-author with Yvon Chouinard of The Responsible Company, and has been with Patagonia on and off since the company’s beginning in 1973, for many of those years in key executive roles as head of sales or marketing. He helped develop the Footprint Chronicles, the company’s interactive website that outlines the social and environmental impact of its products; the Common Threads Initiative; and Patagonia Books. Listen to the full keynote address below: Center for Business, Government & Society is focused on meeting the evolving complexities facing business leaders in today’s global economy. In the context of globalization and technological advancement, business success increasingly depends on reconciling the interests of its immediate stakeholders with the broader, deeply intertwined interests of both governments and society. Business leaders adept at navigating these many interests will be better equipped and empowered to help build a more sustainable global economy. |
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Hi Generic [Bot],
Here are updates for you:
ANNOUNCEMENTS
 Wednesday, Apr 24, 2024 11:30am NY / 3:30pm London / 9pm Mumbai Watch earlier episodes of DI series below EP1: 6 Hardest Two-Part Analysis Questions EP2: 5 Hardest Graphical Interpretation Questions
Tuck at Dartmouth
AGSM at UNIVERSITY OF CALIFORNIA RIVERSIDE
 GMAT Club REWARDS
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