Dean Nicole Woolsey Biggart

Letter from Warren Buffett

2009-06-29T10:48:00.000-07:00

I have had a wonderful six-year journey as dean of the Graduate School of Management. This trip has taken me many places both metaphorical and real, some of which I have blogged about during the past few years. I have met many people... some famous, some inspirational, and some interesting for one reason or another.

As I end my time in the dean's office this week to return to the faculty I have received wonderful comments about my time as dean. While I have surely played a role, it is the larger community of the School that deserves praise - the faculty who teach rigorous and relevant classes, the students who challenge themselves and each other, alumni who support our efforts in many ways, and the staff who somehow make it all work.

Still it is pretty special to be noticed by someone who is famous, inspirational AND interesting. Here's the letter that Warren Buffett sent to me this week:

(Click image to open PDF in a new window)

Dean's Message

2009-05-04T09:41:00.000-07:00

Financial Collapse Final Examination:

Business schools are

(a) the cause
(b) the solution
(c) both (a) and (b)
(d) neither (a) or (b)

It’s an interesting time to be a b-school dean. With the collapse of financial markets, a deep and global recession, and the destruction of portfolios and dreams, I am often asked what role business education plays in “this mess.” Sometimes I stand accused, a scapegoat for whatever irritant is on someone’s mind. At other times people look expectantly for whatever answers I can offer.

Although Bernie Madoff did not attend business school, there are a number of recently discredited and disgraced business leaders and financiers who have MBA degrees. Of course every profession can point to those who push the bounds of legality and morality, whether it is corrupt policemen, rapscallion lawyers or physicians scamming Medicare. No occupation can claim immunity from cheating, much less hubris.

The current recession cannot be traced to the fraudulent acts of a group at a company such as Enron. It is a far more pervasive, systemic problem with intermingled roots and no Sarbanes-Oxley type of legislation will fix this one. The recent turmoil in financial markets is less about illegality than poor judgment and failed systems that circle the globe. Those are much harder to legislate, although governments have and will continue to try to shore up regulations to calm citizens and anticipate areas of weakness.

At the recent annual meeting of AACSB International, the largest and most global accrediting body for business education, 1,200 attendees considered the same question I posed above. What, if anything, could we be doing differently to develop business leaders who will face more complexity than any previous generation? How could we train thoughtful leaders who would build value and enduring prosperity for a global society?

There was no agreement, although many were concerned that the deal-making culture of Wall Street, expressed as short-term gains and unbridled self-interest, undermined the creation of lasting value in human and financial resources. One dean suggested that instead of trading rooms, maybe we should put in leadership rooms.

Others were concerned that the importance placed on rankings had made us too competitive and too specialized. As a very small school, the UC Davis Graduate School of Management works hard to attract great students and faculty and provide the best possible learning experience, but I can imagine the temptation to focus narrowly to gain attention in a competitive market.

We will climb out of this recession, as we always have. But as former Yale Dean Jeffrey Gartner said, “when the pieces fall back, they will not fall back in the same place.” Too many things are changing.

What challenges lay ahead? What will be different for future business leaders? Here are some of the prognostications that I heard:

· Government-business relations will change dramatically. Governments will play more visible roles in ensuring business stability. Business needs government to create stable settings for exchange.

· Emerging markets will become more important and threaten the U.S. dominance in global trade. Collectively the impoverished and less affluent nations will be attractive markets.

· Risk management will go far beyond financial probabilities as a wide variety of sources—from terrorism to pollution—also get attention.

· Earth-business relations will take center stage. Businesses will have to—and want to—pay attention to their impact on the natural world. Carbon will be the new asset, and liability.

· Right-brain skills will gain new importance. In a world where information overflows, the ability to interpret data is more critical than ever.

· Business leaders will manage to multiple objectives. Profit will be one but not the only aim.

How do we teach all of this in a two-year MBA program? We will have to create a more integrated curriculum where problem solving and a multidimensional perspective, not functional skills, take precedence. Our collective well-being depends on it.

Eco-Conomy

2009-04-01T17:10:00.000-07:00

Economic development historically has meant access to favorable agricultural production conditions such as good land and climate, or resources such as valuable minerals, fish, or wood. With industrialization, having cheap energy and access to a good a port were valuable to the manufacture and distribution of goods.

Today in many advanced countries such as the U.S., having a highly educated workforce that continually innovates is the ticket to prosperity.

There is another source of economic wealth that has become important in recent years, and it is one that some less developed nations such as Ecuador are trying to capture.

Countries that have historically significant monuments and shrines, or beaches and ski runs attract millions of tourists each year. Indeed, depending on how it is measured, tourism is the largest global industry. It supports hotels, restaurants, airlines, cruise ships and t-shirt manufacture and it is labor-intensive. Tourism supplies many jobs even for the less educated.

Ecuador does not have anything to equal the Parthenon or the Pyramids, but it does have the Andes, the Amazon, and is one of the most bio-diverse lands on the planet. Its indigenous Indian peoples hold interest to those from developed nations. Moreover, the isolated Galapagos Islands six hundred miles off the coast of Ecuador were the place that Charles Darwin developed his ideas about natural selection and evolution. Anyone who watches the Discovery Channel knows about the blue-footed booby and the giant sea tortoises which lay their eggs on the beach.

The natural bounty of Ecuador brings adventurous travelers and their dollars – Ecuador like Panama uses the U.S. dollar as its official currency. Throughout our visit to Ecuador we saw the impact of tourism on the economy. In Quito we visited a shirt factory that was making hats and t-shirts for Galapagos tourists more than a thousand miles away.

The two NGOs we visited, Kallari Chocolate Cooperative and Fundacion Maquicupuna, were trying to attract students and tourists to their remote settings in order to bring in cash as well as to educate people from the developed world about the special beauty of the highlands and the impact of modern lifestyles on places such as Ecuador.

Some of us with full-time jobs returned to the U.S. after visiting Guayaquil, but nine of us went on to the Galapagos Islands for three days. I don’t know what “normal” tourism is on the islands, but we were surprised by how few visitors we saw. Perhaps the relatively simple accommodations available on the islands are not attractive to well-off tourists who can cruise the islands in ships and off-load for nature visits. Perhaps it is the worsening global economy.

The Galapagos are amazing scientifically and naturally. The iguanas, penguins, land and sea tortoises, the sea lions and tropical birds are everywhere and easy to see. Ecuador maintains strict control over entry and exit from the Galapagos province and the paperwork and inspections are similar to entry into another country.

The authorities are right to be protective because so much has already been damaged by earlier visitors who brought to extinction a number of species. The “Lonesome George Foundation” sells t-shirts with an image of “George”, the last remaining tortoise of his sub-species. Proceeds go to conservation efforts. I bought two shirts.

The benefits of tourism are there to see, too. The Galapago natives are very proud of their islands and have benefited from the education and jobs that have come. Our local assistant, “Jimmy” spoke English because he went to a church school started by missionaries. He was studying to become a naturalist and guide visitors. His life is much larger because of the efforts and interest of visitors to the Galapagos.

Eco-tourism is a balancing act of generating currency and education, with managing the impact of populations on fragile ecosystems (the Galapagos imports most of its water and energy from the continent). I am glad that we got to see so naturally wonderful a place as Ecuador. But I think that much of the learning will come in the months ahead as the students, Wil Agatstein and I return home to our resource-intense lives.

How much do we really need?

Banana Republic

2009-04-01T16:59:00.000-07:00

Depending on your age when you hear the phrase “banana republic” you likely think of a repressive undeveloped Latin American dictatorship, or you think of hip clothes of the sort worn by colonials who were elites in tropical countries.

From now on, when I hear “banana republic” I will think of Dole’s corporate banana operations in Ecuador.

After meeting with Rebeca at the Fundacion Macquipucuna and her attempt to manage cloud forest crops of cacao and coffee in careful, sustainable ways, I was interested in going to our next stop outside Guayaquil, one of Dole’s large banana operations. Bananas are one of Ecuador’s largest exports and Dole is one of the largest producers. Five million boxes of bananas are shipped weekly from Ecuador, and Dole ships a million of them. Dole is the largest exporter of Ecuadorean bananas.

Dole owns relatively little land or facilities in Ecuador, unlike its operations in Costa Rica where it owns half of its growing operations. Instead, Dole contracts with Ecuadorian growers who agree to accept Dole’s technical direction and audits. Instability in government policies toward foreign companies has made foreign investors wary in Ecuador.

Dole pays slightly less than some other companies such as Chiquita and Del Monte, but Dole buys year round, not only during the preferred selling season and therefore has a stake in sustaining grower relations. Dole sells to Costco, Ralphs and other major retailers in the U.S. as well as to markets in South America and Europe.

We were met at a gas station on the outskirts of Guayaquil by Jorge, Dole’s regional quality assurance manager in Ecuador. He has been with the company for 20 years and is clearly proud of the way the Dole operations are run. Jorge lead us down miles and miles of banana plantations, some of which carry the Dole name. The Dole plantations are neater and obviously more productive.

We had asked UC Davis alumna Rebeca Justicia of the Maquipucuna Foundation what to look for when visiting the planations. She said that the damage done by banana monoculture took place many years ago and that to change it now would cause the loss of many jobs. Instead, she said to look for the use of plastic to cover the hanging bananas to protect them from insects and blemishes, the use of metal rather than bamboo props to hold up the ripening fruit, child labor, the use and half-life of chemicals, the management of water, and protection and payment of workers.

When we arrived at Primo Bananas we saw an operation in full swing, literally. A metal trolley system ran throughout the banana groves and heavy bunches of bananas as much as 5 feet long came swinging along a metal wire into a processing area.

A worker hosed each bunch down with a detergent – yes, they had had protective plastic coverings which were recycled – and then the 10-12 “hands” or mega-bunches were cut off the stalk and floated during sorting and cutting into smaller bunches.

Why the plastic coatings on the bananas? It’s because North Americans want their fruit blemish-free. The Europeans and Argentineans will take a small blemish, South Americans care even less about the appearance of the peel, but North Americans want perfect looking fruit, even if the peel is thrown away. Hmmm, so we are the cause of all that plastic.

The U.S. market gets bunches of four to seven bananas and the Italian only four. We buy less frequently apparently and have larger kitchens.

Boxes of correctly sorted bananas are loaded into refrigerated containers headed for the Panama Canal. Perhaps we had seen the Dole containers when we were at the Port of Balboa
The workers had good conditions of work. The facility was clean, open and safe, though we noticed some things that wouldn’t pass an OSHA inspection.

Did they use chemicals? Yes, at this facility, which did not produce organic bananas, a fungicide was sprayed aerially to protect the leaves. The half-life of the chemical is 32 minutes and they keep workers out of the groves for a day after the chemical becomes inert. There were no children working, only young adults.

We passed recreational and housing facilities and schools built by a Dole-supported foundation. Dole wants educated workers, and wants the workers to stay in the rural area. Without schools for their children they leave for the city. Social amenities are a cost of doing business, though I think Jorge was proud of Dole’s contribution.

Clearly we had been shown a model banana plantation, and perhaps others are not so carefully managed. But Dole has ISO 9000 and 14000 certifications, and social accountability certifications which means they are open to audit. They are concerned with food safety – as they should be after last year’s tainted spinach in California’s Salinas Valley – and their practices seem thoughtful and prudent.

After a day in “Banana School,” where we learned about cultivation and processing practices, I think we were all impressed by the care with which those bananas floating in our cereal bowls were produced.

We saw a banana republic under modern management.

For Profit, For Purpose

2009-03-25T21:51:00.000-07:00

We have been listening to and experiencing some pretty amazing things about business and economic life in Latin America but our visit yesterday to two Non-Governmental Organizations (NGOs) the Kallari Cooperative http://www.kallari.com/, and the Maquipucuna Foundation http://maqui.myweb.uga.edu/ were perhaps the most emotionally moving of all of our visits. In both cases very committed people were bringing business skills to create sustainable opportunities for fragile populations and environments.

Ecuador has more than 40,000 NGOs operating within its borders, 400 concerned with issues related to environmental degradation and preservation. There are also a number of NGOs providing social and cultural support for the many indigenous and often poor rural populations of Ecuador.

One of the first Ecuadorean NGOs was started by UC Davis alumna Rebeca Justicia. According to her, “UC Davis has almost everything to do with what we do in Ecuador.” That is high praise considering that Justicia’s Fundacion Maquipucuna is a 15,000-acre, privately owned tropical reserve that protects some of the most biologically diverse land on earth. The Foundation supports scientific study, eco-tourism and provides jobs for many of the area’s rural population.

We met at Macquipucuna’s Quito office where Justicia and her staff, including her co-founder and husband Rodrigo, manage the grant-writing and outreach that sustain the cloud forest preserve about 50 miles away. Rebeca’s story, told over an hour with cups of Macquipucuna coffee, was one of naivete and pluck as well as hard work and persistence.

Rebeca was a student in the 1980s at the University Catholica in Ecuador when Rodrigo, then working as a banker, learned about a spectacular piece of land that had been defaulted on by a timber company. The two of them were concerned about the rapid deforestation of the Ecuadorean highlands and saw this as an opportunity to preserve a special piece of it. Although the bank only wanted $25,000 for the 6,000 acres they had no way to finance it. The bank refused to give it to a non-profit. There are no tax-deductions for donations in Ecuador making philanthropy difficult.

Rebeca went on to UC Davis to study for a BSc in genetics, which she completed in 1988, but she and Rodrigo continued to think about the special piece of Ecuadorian cloud forest that they wanted to preserve. By happenstance a major biological conference was held at UC Davis while Rebeca was doing her doctoral research and she was able to meet several environmental leaders at the conference, including Tom Lovejoy an eminent researcher with the Smithsonian Institution and expert on biodiversity in Brazil.

Rebeca’s story then takes on a madcap character--raising $3,000 at a fundraiser at the Blue Mango Cafe in Davis that allowed her and Rodrigo to fly to Washington to plea their case at the World Wildlife Fund and other major environmental foundations. The rental car company, all out of standard vehicles, rented them a Mercedes-Benz and they were taken seriously by the Washington NGOs.

One month later the The Nature Conservancy called to say they had a possible donor, but he wanted to see the land. Rebeca and Rodrigo, who had recently founded their NGO, begged a storage room in the Quito National Museum, remodeled it as an “office” and tried to look more established and mature when the potential donor visited.

The story goes on from there into many twists and turns, but they received the donation and leveraged it with a “debt-for-land swap,” an idea they learned about from Tom Lovejoy at the UC Davis conference. It is a strategy whereby debtor nations can swap property and cancel loans to international agencies. The exchange rates allowed the donor to greatly increase the impact of his gift.

Today their NGO is a success story that requires constant attention and maintenance. Maquipucuna Reserve hosts students, volunteers and researchers and provides 120 jobs, education and health care to the nearby population while protecting a spectacular and important region. They are constantly looking for economic support.

What is the business lesson we learned here?

Early in their venture Rebeca and Rodrigo followed the traditional Ecuadorian practice of paternalism--giving things away as the grant money came in. “But now we only give jobs or loans” because that creates a sustainable economy. In order to provide ongoing benefits to the environment and the Maquipucuna region, they have started eco-tourism, coffee plantations and a bamboo business. They practice “active capitalism.”

“We do for-profit, and for-purpose.”

Ecuador Enchantment

2009-03-24T09:37:00.000-07:00

When we were in Panama people told us to expect a far less-developed country. We were even told that we should have gone to Ecuador first to see a backward country and then we would appreciate how far Panama has developed. In fact, we have all been charmed by Ecuador and find the country an attractive developing nation. It does not have nearly the U.S. influence of Panama, and nothing like the Canal, but the streets are pretty clean, the transportation seems to run quite well, and the locals are invariably helpful and welcoming. It is clear why tourism is a developing industry here in the Andean highlands around Quito.

We arrived at the Quito airport on Friday night and split into three groups. One group jumped into a van and headed south for Banos, a charming provincial city with hot springs, water falls and zip lines through the jungle. Another group went off to the Killan cacao bean cooperative. Twelve hundred families belong to a coop that processes their beans into high-end cocoa for export to Switzerland and other premium chocolate manufacturers. That group got to help process fermenting beans and help in the production. They left promising to help the cooperative's financial management practices.

Wil Agatstein and I opted to stay in Quito. We both had some work to do and thought a weekend away from the class was probably a good idea all around. We took off on Saturday and jumped on the "trole" or trolley into the older colonial part of town and walked back stopping at the National Art Museum for a Chagall exhibit, enjoying the numerous public squares, visiting food markets and just generally enjoying Quito. We found a very walkable city.

Today we all resumed out study of Ecuador and the political-business climate with a visit to the U.S. Embassy. The Embassy is new and impressive, a true fortification that houses more than 300 employees. We went through a serious security check and were met by a diplomatic officer whose role is to do outreach into the community. I think we were all amazed to have a series of briefings by top officials who took our visit seriously.

We had our pictures taken and were told that we would see them on the Embassy web site next month. The officials explained that Ecuador is a country squeezed between two large drug-exporting countries, Peru and Columbia, and that its position has made it wary of its neighbors. It has regular skirmishes over borders and refugees, but nothing that compares to the Middle East. One of the big issues now is a dispute with Chevron over degradation of an Amazon region caused by oil drilling. Wil and I had heard about this controversy and a law suite against Chevron from Amazon Watch activists who were staying in our hotel. We were amazed at the very different "facts" we heard from both parties. Indeed the damage was caused by Texaco beginning in the 1970s and the liability has been assumed by Chevron a few years ago after an acquisition of drilling rights. It has started the mitigation and remediation process but apparently the damage is extensive to both the natural and the human environment. There are billions of dollars at stake.

We probably learned as much about life as a diplomat as anything from our visit. The diplomatic corps members we met were constantly rotating between embassies and consulates, from one region to another. One diplomat had been assigned to Mexico, then Jordan, then Ecuador picking up Arabic on a stint in Washington. These rotations keep them from developing deep roots in any one society, and keeps them focused on their ties to the U.S. and its mission. Four of our students talked about taking the Foreign Service Entrance Examination. I could see the wanderlust in their eyes.

Our last visit was to a factory that makes shirts and caps with embroidered logos for businesses such as the local Pepsi distributor and for tourist venues like the Galapagos Islands. Wil and I were expecting perhaps a sweat shop--this is a low-wage country--but the factory was clean and well lit and had little turnover. Again, we were pleasantly surprised by Ecuador.

We Stand at the Center of World Trade

2009-03-22T12:29:00.000-07:00

MBA students study world trade in many ways. They study supply chain management—how to efficiently design, source, assemble and distribute goods from around the world. They examine global capital flows and currency exchange rates and learn international finance and tax strategies. Our students learn the impact of trade on labor practices, migration, energy use and economic development. In many ways the students came to Panama knowledgeable about global trade and its impact as a result of their business experience and what they are learning in class.

For two days this week they got to experience global trade in a way we cannot teach them at UC Davis. They saw trade as a material flow, as huge ships carrying goods from one distant place to another. There is nothing quite like seeing dozens of ships queued up to enter the Panama Canal, or standing in the midst of thousands of containers being off-loaded and re-loaded at the Port of Balboa to appreciate the enormity and connectedness of global exchange.

On Wednesday we went to the Panama Canal Authority, the governance and administration office of the Panama Canal, and to visit the Miraflores Locks. The Canal is not the long tube-like passage I had imagined. Rather it is a series of locks that raise ships in a step-wise fashion at one end until they reach the large man-made Gatun Lake which is 85 feet above sea level. They traverse the lake and a series of islands in the middle of the country under the control of one of the Canal’s 300 pilot captains. The ships then step down through another series of locks to the other ocean, either the Atlantic or Pacific depending on the direction of travel.

I could see why cruise ships take this trip. Not only is it a bird’s eye view of an engineering marvel, it is a trip through a lush tropical landscape. The whole trip takes 24 to 48 hours and the crossing fee can be well over $100,000. The largest tariff ever was more than $300,000.

The Panama Canal is being expanded to accommodate larger ships. “Panamax” ships – the maximum size vessel currently accommodated in the Canal, are now dwarfed by newer container ships. In order to compete successfully with the Suez Canal, the Panamanians are developing a third series of “post-Panamax” locks. This is a $5+ billion investment by the Panamanian people in the future of the Canal.

Because the Canal is not being used by the U.S. as a strategic military asset, but by Panamanians who see it as an economic and development asset, they are investing in it as a business. It is extremely well run—something we learned from engineering consultants back in California—and is now a place that Panamanians can learn management techniques. We saw a troop of maritime engineer students who were on internships at the Canal.

Through a couple of well-placed phone calls we were invited to stand, literally, on a swaying bridge atop the Miraflores Locks. I may travel through the Canal some day, but I suspect that this was the only time I will ever stand on the Panama Canal.

Lessons Learned about U.S. While in Panama

2009-03-19T21:47:00.000-07:00

Our ostensible purpose in traveling with MBA students abroad is to give them the opportunity to understand business conditions in another part of the world and to encourage them to develop the perspectives and skills useful in doing trade in a non-U.S. setting. Most are already experienced travelers and speak several languages among them. We are fortunate in having four students fluent in Spanish on the trip although none are native speakers.

But even experienced travelers have much to gain by meeting people in their own settings and asking them about their world and how it operates.

Perhaps less obviously we learn who we are when we discover who others are. We learn about the U.S. when we are immersed in a non-U.S. country. Those things that we take for granted are put in relief when we don’t see them.

At dinner last night, at Casa de Marisco, a wonderful seafood restaurant, I asked the students who were with Wil Agatstein and I what they were learning about their own country while in Panama.

Here’s some of what we talked about.

They learned, as expected, that petty corruption is rampant in dealings with government officials in Panama and business people are very open in discussing it. Panamanian business elites believe government corruption is an impediment to development. The students have been surprised to be asked in return about our corruption. The U.S. is seen as an equally corrupt society by Panamanians and we have been asked about Bernie Madoff, AIG bonuses, the former Illinois governor, and the elite corruption of powerful business and political officials.
The U.S. ran the Canal Zone as a strategic military asset for almost 100 years with little concern for the welfare of the Panamanian society. Panama has among the largest differences in wealth between the rich and poor in the world. Under Panamanian control the very professionally run Panama Canal Authority is producing billions of dollars for the local society, but more importantly is being used to teach management skills, environmental science, and engineering to the citizens. Why did the U.S. not take the opportunity to support its own interests in the Canal Zone while contributing to the local population in meaningful ways?
The U.S. is complicated and bureaucratic in comparison to Panama. Personal connections – with and without bribes attached – is a quick way to get things done. One phone call lead to a quick chain of connections that allowed us to literally walk on the Canal locks. The official procedure would have taken weeks. A Panamanian corporate lawyer who works regularly with the global legal community said that “Americans like to complicate things, but then again they get paid by the hour.” In comparison the lawyers of other companies are more direct, less concerned with interpretation and more concerned with outcome for clients.
Americans are too busy. We have all been astounded by the amount of time that important people have given to us, just to make sure we understand what we are seeing. They have clearly enjoyed the interaction with us, too. At dinner the table was ours for the evening. As one student said, “If this had been the U.S. the waiter would have invited us to sit at the bar and enjoy a free dessert if we would leave the table.”
We do not use very much color. Houses and clothes are much more colorful here in comparison to the dominance of beige, grey and taupe in U.S. public life.

From the Pacific to the Atlantic by Bus in Two Hours

2009-03-17T10:56:00.000-07:00

Panama’s geography has been simultaneously its great fortune and the source of its violent and often tragic history. Shaped like a bending salamander, the Panamanian isthmus today connects democratic ecotourism haven Costa Rica to the north, with Columbia and its illicit drug trade to the south. Panama is a long, skinny country with a history of outsiders controlling its fortunes.

Panama is an economically viable nation because of a canal that allows the transshipment of huge container ships and easy passage for cruise liners between Asia and North America. This accident of geography—a tiny waist that separates the Pacific Ocean and the Caribbean Sea—makes Panama a valuable piece of real estate in the global economy.

Panama was already important to maritime trade before the French started building the Panama Canal in the late 19th century. The U.S. Army Corps of Engineers finished the job in the early 20th century after the death of 25,000 laborers and soldiers from disease and accidents.

The region was favored by European explorers and traders as a way station for trade moving between South America and Europe. Panama’s location and fine harbors made it a favorite place to exchange goods and money, and often slaves from Africa as early as the 16th century.

On our first day in Panama we loaded into a rental bus for a trip to the Caribbean—a two-hour drive to the other coast. Panama has a tropical climate, but this season it is less humid and rainy than most of the year. We stopped at a roadside stand to try fresh coconut milk and buy a couple of watermelons. We inspected the plantains and taro roots, and the homemade condiments packaged in old Heinz ketchup bottles. The local stray dog sniffed about.

We stopped at Portobelo which lives up to its name "beautiful port." It is a lovely harbor surrounded by steep green hills and is a naturally defensible place in which to drop goods traveling up the coast. Portobelo is now a World Heritage Site whose museum and buildings preserve the memory of the region as a site of piracy, plunder, and the slave trade in addition to its role in merchant shipping between the Old and New Worlds.

The remnants of that world remain in the Custom House, the fortifications, and poignantly in the Panamanians of African descent who live simply, and in some cases in obvious poverty, in exactly the same place their ancestors were bought and sold.

Panama was, and remains, a country blessed and cursed by geography.

Continue to follow our travels on the trip's Web site >>

We're Off to Panama and Ecuador!

2009-03-16T08:00:00.000-07:00

There was a time—and I remember it well—when we actually taught a course in international business at UC Davis. The idea was that there was business, and then there was that exotic version, international business, that dealt with trying to open markets in places that did not speak English as a first language. Mostly that meant tips on doing business in European capitals.

The rise of Japan as a major manufacturer forever changed our view of the U.S. as the only country that could export large amounts of goods, and even innovate management practices. We spent a decade studying Edward Deming, Theory M, and Toyotism as we tried to move away from domestic management practices we could trace to the era of Henry Ford in favor of lean manufacturing and continuous improvement.

More recently we accepted the idea that American goods made by U.S.-based companies such as The Gap and the Chrysler Corporation might have some foreign components, even a majority of them sometimes. We realized those really well-priced goods at Wal-Mart are often sourced from countries we have trouble placing on a map, and even that the Chinese government is ostensibly our banker.

What's the world coming to?

We are linked, for good and for ill. We design in one place, source in another, and sell everywhere it makes business sense.

At the Graduate School School of Management we began teaching an International Study Practicum, which focuses on a specific country or region and culminates with a 10-day, first-hand learning experience. I’m on this journey to Panama and Ecuador with 16 UC Davis MBA students, and Wil Agatstein, the executive director of our Center for Entrepreneurship Executive Director. We have spent 10 weeks planning the trip and making contacts with law firms, political officials, construction companies, tourism developers, agribusiness firms, and a variety of for- and not-for-profit organizations. We’re here to learn about what it is like to be a business person in this region, to understand the opportunities and challenges of these countries in the global economy.

The students, who come from all three of our MBA programs, chose this region because they wanted to learn about developing economies where the possibilities for new markets are great and where market development is not already dominated by established firms. They are motivated by curiosity, concern for the developing world, and by the chance to develop their own savvy about global business processes. By sampling different parts of these societies we hope to get a well-rounded, if initial take on business practice in Panama and Ecuador.

You can follow our travels on the Web site that one of our students, Sonny Johl, has created. We're sharing blogs, photos, comments >>

Teachable Moments

2009-02-04T16:40:00.000-08:00

I lived next to an elementary school teacher who had an amazing collection of t-shirts and coffee mugs presumably given to her by students. I would join my neighbor for a cup of coffee and out of her kitchen cabinet would tumble bright cups with saying like “You can’t scare me, I teach 6th grade,” “Teachers do it with Class”, and “Cutie π”.

I was recently reminded of one of her t-shirts which said “To Teach is to Touch the Future.” That’s rather a grand saying, but the recent Cal Aggie Alumni Awards dinner was wonderful evidence that those of us who educate really have an opportunity to shape lives in profound ways.

I know faculty don’t always think of long-term profundity as we try to construct meaningful tests or coming up with a good example to make a point. But this year’s six alumni awardees gave ample evidence that their time at UC Davis had a deep effect on them. These effects spread through our society – and far beyond – in ways their teachers could never have imagined.

All six of the awardees were inspirational but I was especially moved by John Landers, recipient of the Emil M. Mrak International Award. John received a master’s degree in agriculture from UC Davis 44 years ago, in 1965, and has spent his long career in South America where he continues to have impact.

Under John’s leadership, Brazilians are embracing a zero tillage (ZT) soil conservation strategy that is preventing erosion and reducing greenhouse gases. Instead of upending the soil between plantings, seeds are sown directly into uncultivated ground with native grasses still in place. After harvest leftover plant materials such as stalks are left to compost and animals can graze between plantings. This is not only good for the environment, but ZT allows poor growers to succeed without resort to the financial risk of expensive tractors.

Last night I spoke to a group of our students and I wondered what they will do with their management skills. Our MBA students bring backgrounds and ideas garnered through an average of five years of work experience, so we are hardly reforming them in dramatic ways. We teach and provide valuable business skills to students who already know a great deal—they already have degrees, work experience, and well-formed understandings. I have, however, observed how a suggestion, an encouragement, or a reading assignment can open a possibility, build confidence, and reframe an opinion. As that pedagogical scholar Harry S. Truman once wrote: “It’s what you learn after you know it all that counts.”

I think I need a t-shirt.

Where Do We Go From Here?

2008-12-22T09:21:00.000-08:00

UC Davis has a festive air this year as we celebrate 100 years of transforming the world, serving as an engine for innovation and for ideas that have improved the quality of life for people everywhere. Looking at early pictures of the campus, one is struck by the formal dress and simple technologies used by students and faculty. But 1908 was actually a period of great technological and social ferment, of innovation and exploration, the impact of which we can still feel.

The Wright brothers patented their plane in 1908, the first long-distance radio broadcast was emitted from the Eiffel Tower in Paris and Robert Peary sailed off for the Arctic in successful search of the North Pole. The first Model T was built by Henry Ford, and Albert Fisher’s new carriage company produced bodies for both horse-drawn buggies and the new automobiles. General Motors also was formed in 1908.

It was also an era of new ideas. Under the leadership of Theodore Roosevelt the conservation movement gained political traction and several national parks and monuments were dedicated, including Natural Bridges, Muir Woods and the Grand Canyon Museum. The women’s suffrage movement was growing in fits and starts around the world, but it wasn’t until 1911 that the men of California voted to allow women—but not Asians—the right to vote. Women’s participation in sports was on the rise, and they were admitted to the Olympic Games in 1912.

Commerce was exploding with new industrial machines and processes, and more reliable transportation distributed goods far beyond the areas of their manufacture. Increasing the geographic size of markets increased awareness of and the demand for goods. Frederick Winslow Taylor’s monograph, The Principles of Scientific Management launched an era of time-and-motion studies and spurred on management as an area of study in universities. Harvard Business School, founded in 1908, was only the seventh U.S. college of commerce, but 40 more would open by World War I.

Today mass manufacturing and mass consumption have made life materially comfortable for many of us. We enjoy a much longer life-span than the 47 years a U.S. adult could expect a century ago. Modern medicine and a less physically strenuous work life make it common for people to live into their 70s and 80s now. But we can also see the toll that conveniences have taken on our lives, our bodies and our world. We consume massive amounts of cheap, empty calories and many of us are obese and suffer from diabetes. We use a huge amount of energy, too, in our homes and vehicles, much of it from fossil fuels that pollute our air and water. However, many do not have access to the products, food and services we take for granted. Distrust of the West is, in part, a product of this disparity.

As I write this in late 2008, I feel the tempest of new technologies, certainly, but perhaps, more importantly, of new ideas. MBA students today are truly global citizens with wide-ranging skills and understandings. Many at UC Davis are using their knowledge to “fix” the problems of pollution, end unsustainable manufacturing practices and address the issues of underdeveloped communities. They are marrying the scientific and medical knowledge of campus colleagues with an understanding of the market to bring promising technologies to society more quickly.

What will business and society look like in 100 years? Despite the formidable social and environmental problems we face today, I am an optimist. I expect that the university—and the knowledge and alumni we produce—will be part of the process that brings us back into a sustainable balance. I know that business will be an important mechanism for delivering the goods.

I announced in September that this academic year will be my last as dean. I look forward to a sabbatical leave next year to continue my study of technology and the global economy. Then I will be back in the classroom with the terrific students we have at the UC Davis Graduate School of Management.

UC Davis study: Women still lag in holding top business posts

2008-11-21T14:09:00.000-08:00

At a press conference on Monday, November 18, we released our fourth annual UC Davis Study of California Women Business Leaders. The UC Davis Graduate School of Management, in partnership with the Palo Alto-based Forum for Women Entrepreneurs & Executives, conducts the annual census, which details the presence of women at the very top of the 400 largest publicly held corporations headquartered in the state.

Our findings continue to paint a disappointing picture of female representation on the boards and in the executive suites of these high-profile companies: women hold only 10.9% of the top decision-making positions, virtually unchanged from last year. Nearly a third of these 400 companies have no women in top executive posts or on the board of directors.

It's a disappointment and a missed opportunity to include a more diverse pool of leaders in California's corporations. The same innovative thinking that drives the world's eighth largest economy is not propelling women into key management positions at the largest public companies in the Golden State. Once a year, we'll continue to shine a spotlight on what the top of corporations look like.

In fact, our 2008 census suggests that a woman today stands a better shot at winning a seat in the U.S. Senate than a CEO job in California. Only 13 of the 400 companies have a woman serving as CEO.

California has more high-profile women political leaders than ever before: U.S. Sens. Barbara Boxer and Dianne Feinstein, and House Speaker Nancy Pelosi in Washington, and here at home, state Assembly Speaker Karen Bass. Their achievements, individually and collectively, are cause for celebration. But I have to ask: What will it take for us to see similar progress in California's boardrooms and executive suites?

Read my Op-Ed on this issue in the Sacramento Bee.

Seeing Big Changes

2008-11-14T17:08:00.000-08:00

I recently had an hour-long conversation with Sacramento Bee business reporter Jon Ortiz. We talked about the changes I’ve seen at the Graduate School of Management, in management education and in the economy since I joined the faculty in 1981. We covered everything from how business students and faculty have changed, to Wall Street and international competition in the auto industry (which I’ve researched). The Q&A was published in the Bee on November 10. Enjoy the article: “UCD Dean Has Seen Big Changes.”

Shanghai, Mumbai, Dubai - or Goodbye?

2008-10-13T15:06:00.000-07:00

A few days ago I went to the annual deans’ meeting of the Western Association of Schools and Colleges of Business held this year in Park City, Utah. We WASCB b-school deans are connected by geography – our schools are located in US states located from the Rocky Mountains to the Pacific – but we have great differences of mission and circumstance. Some WASCB business schools are faith-based institutions such as Pepperdine and Brigham Young University, others are large state supported schools such as the many California State University campuses, and yet others are business schools located in major research universities including the University of California campuses, the University of Southern California and the University of Washington. Some have large undergraduate populations, others only teach MBA students, and some offer undergraduate-through-doctoral training.

The situation of Weber State College in Utah is hardly the same as that of UCLA, and the UC Davis Graduate School of Management would seem to have little in common with BYU, which is funded by the Mormon Church. Yet, diverse as our missions, resources and settings, we are all committed to producing the next generation of men and women who will run businesses, governments and non-governmental organizations in the next generation.

While our conference agenda included management school issues surrounding globalization of our curriculum and changes in accreditation standards, the red elephant in the room was the economy and everyone, no matter what their apparent circumstance, is affected in ways that the group of us were only beginning to imagine.

The Downside

A financial meltdown and shrinking economy translates into clear losses of opportunity and financial strains and these are some of the worries I heard from deans.

The inability of students to pay even in-state tuition. Parents and some working professional MBA students have been using home equity lines of credit to pay for degrees; the slump in housing prices and access to credit will limit access to education for some student, or delay it

Public universities, often but not always tied to state budgets, are concerned about “poaching” from well-endowed private universities. The loss of the best faculty, and dilution of faculty-teacher ratios, is a real concern of all but the most elite universities.

Some state universities in the US, including the Universities of Virginia, Michigan and Colorado, have already become de-facto private universities because their states’ legislatures provide little or no financial support for higher education. Now others are looking at that option. Should we cut ties with our states in order to have more programmatic and financial freedom? Schools with minimal funding, but tied by state mandates, are considering supporting this especially when they can generate income from executive education and research grants.

I find it ironic that private institutions typically have the largest endowments. As one public school dean cynically noted “the way to get an endowment is to charge high tuition and your alumni will give you money.”

Schools in major corporate centers have depended on generous support for business education for current students and executives. Now there is concern that employer tuition assistance will wither with falling corporate revenues, and impact executive education.

Major research universities are concerned that state and federal research grants will impact the support of doctoral students and faculty researchers - threatening research missions. The shortage of new faculty in some business disciplines – already tight – could make it difficult for some schools to maintain accreditation standards, which require substantial proportions of Ph.D.-level faculty.

The Other Side

There are always upsides, or at least new possibilities, during any crisis, as any repo-man can tell you. While much of the conversation was glum most business school deans were looking for a bright spot, or at least alternate ways to think about what they could do during a downward economic cycle.

Finance faculty will be easier to find as Wall Street releases a slew of highly educated finance experts; deans seemed universally happy to see a probable loosening in the supply of our most expensive faculty experts. Indeed, the Wall Street Journal had an article on the last day of our conference discussing the conditions of work for business school faculty, a happy indicator for deans.

In recent years some b-schools have started one-year masters programs in financial engineering to develop high-level math skills used in financial markets. The future demand for these programs is under question and the resources could be redirected.

There will be a major acceleration in the movement overseas of MBA programs to where the economies and demand for sophisticated managers are growing. As one dean put it, “Shanghai, Mumbai, Dubai - or Good Bye”. Even if we have a global recession, the growth rates of China, India, and places such as the United Arab Emirates will grow much faster than North American and European economies. There are literally hundreds of business programs emerging in these settings where management talent is in great demand, and where established business schools are flocking to create programs, sometimes in partnership with local colleges and universities.
I was astounded to hear that Montana State University at Bozeman is considering a Middle East program, and that Malibu-based Pepperdine University now owns six non-US campuses!

We have all been globalizing our curricula and many schools now require a study abroad component for their MBA students. (Because we have so international a student body now, I’m not sure that makes sense for UC Davis MBA students although many choose to do global study). Europe is no longer a favored destination for study abroad for many students as the global economy reaches beyond Rome and London. Instead schools want students to go to places where they are “culturally uncomfortable”. This is not only a better personal learning experience it is often in underdeveloped areas that the business opportunities are greatest.

Schools are working hard to incorporate their alumni abroad into their campus networks, seeing them as critical social and intellectual capital as universities put stakes in foreign soil.

Interest in energy as an industrial sector will boom. If there are new sectors that deans look toward further supporting it will be health care – already a large economic sector – and energy. Schools on the slopes of the Rocky Mountains including the Universities of Alberta, Montana, Colorado, and New Mexico sit atop or near oil and coal deposits and their economies should literally heat up. Indeed, there are no taxes in the Province of Alberta. The rest of us on the Pacific Coast and in the Southwest are in regions developing alternative energy sources such as wind, solar and biomass. We all expect energy, energy efficiency, and sustainability to play larger roles in our curricula because business and students are demanding them.

Many of the possible changes I have mentioned are already taking hold at UC Davis Graduate School of Management. The students want to go to Vietnam, Shanghai and South America on field trips, and do. Germany and France are for vacations, not business study. Our students are active in learning and promoting sustainable business practices, developing “green” financial portfolios, and jumping on opportunities to work on commercializing alternative energy technologies coming out of the campus.

What do I plan to do to help us through the trough? I’ll work on strengthening our alumni network, which always proves helpful in finding jobs for students and fellow alums in tight job markets. I’ll also be trying to remind our alumni, friends and students that private support isn’t just for private universities and that a public university is a great private investment too.

Green Money

2008-09-18T17:54:00.000-07:00

Last year UC Davis hosted the first annual AlwaysOn GoingGreen conference, a confab of entrepreneurs and investors trying to figure out what the new green revolution was all about. There were people with ideas, and people with money, and they were doing a strange mating dance, circling and wondering “Are you what I’m looking for?”

Always On, a high-tech conference organization owned by UC Davis alum Tony Perkins, gathers together leading thinkers, inventors, prognosticators, and start-up professionals in several industries, perhaps most famously in IT at the Stanford Innovation Summit. Information technology is a pretty mature industry now and it is based on a limited number of established technology categories such as information security, social networking, and so on. There are leading venture firms, organizations, and now-accepted categories of technology and business activity.

Last year’s GoingGreen meeting was interesting insofar as the technology categories of the rising green and clean technology industry were very much up in the air: Did it include agriculture? Energy storage? Carbon exchange markets? Vehicles? Energy efficiency? There was a lot of interest in just figuring out who and what was central, peripheral, and maybe outside the emerging green market space.

This year’s GoingGreen conference showed some firming up of categories, although there is still ferment. One of the keynotes was given by Vinod Khosla, one of four founders of Sun Microsystems, a long-time venture capitalist, and now a leading clean tech investor through his eponymous Khosla Ventures. Khosla, who believes that dramatic measures must be taken if we are going to avoid environmental catastrophe, said that it really isn’t about “green tech” but rather about radical new approaches to “main tech”. He believes that the “wars on coal and oil”, the development of sustainable materials, and energy efficiency are the critical categories. It’s about real leaps in technologies that will make a difference, not about improving diesel performance or wind turbines by one or two percent.

I learned that producing a pound of concrete creates a pound of CO2 and that replacing concrete with a sustainable building material would basically take care of our carbon problem. Efficient technologies – using less and using what we do take from the earth more prudently and recycling it for further use – is by far the fastest way out of our environmental problems. Someone said, “the greenest electron is the one you don’t use.”

There were fascinating panels on energy storage devices – how do you store wind power for times when the wind doesn’t blow? – and on desalination advances that could solve California’s north-south water battles if the energy cost of “desal” processing can come down.

Mostly, though, I got the sense from Khosla and others that the new categories are really about doing what we already do in a more mindful and frugal way, whether it’s constructing buildings (half of our energy usage), lighting our streets, powering our vehicles, or growing our food (fertilizer is largely petrochemical).

It was interesting to be part of something that is so clearly revolutionary in some ways, yet so fundamental and traditional in others.

I kept thinking about UC Davis, now celebrating our 100th year, and how well we are positioned to contribute to solving the very real problems, and creating the very real fortunes, that will come out of this economic shift. There is no campus anywhere better able to advance plant biology for this new world. I kept thinking about plant geneticist Professor Pam Ronald’s rice that can withstand flooding, predicted to increase in many areas with global warming. Or Professor Eduardo Blumwald’s tomato variety that will grow in soils damaged by salt. We are leaders in the development of biofuels – we have the plant biology and bioengineering expertise, and a $25 million partnership with Chevron. Our Institute for Transportation Studies is helping China to develop cleaner transportation systems, developing better understanding of vehicle choice by consumers, and has partnered with the auto industry to develop alternative fuels. We have the California Lighting Technology Center on campus, an Energy Efficiency Center that is supported by all of the state’s major utilities, and so much more in the old categories of food, water, materials science, plant genetics, air quality, and environmental management and study. We have the first Agriculture College to rename itself Agriculture and Environment – which it did in the 1970s.

UC Davis is a bit traditional in some ways, but we are poised to deal with tomorrow’s environmental challenges. We actually talk unashamedly about “solving pressing social problems” and truly believe in the land grant university mission of using knowledge to work out society’s problems. At one time the problems were often out in the field and the solutions were taken by university extension agents from the campus to the farmers.

Ironically, in our 100th year, at least some of the problems will be solved by sophisticated plant biology in the field and laboratory, but I think the important carrier of solutions will not be extension agents, but rather the market and hopefully, some of the MBA students we are educating.

The Ivory Node

2008-08-22T13:24:00.000-07:00

I have to admit that I enjoy wearing my academic regalia at commencement each spring. The flowing gowns, tasseled caps, and colorful hoods that my colleagues and I wear are symbols of our academic achievements and responsibilities. It marks us collectively as part of “the Academy,” a scholarly body that at least mythically traces back to the 4th century B.C. in Athens – Plato’s Akademia. The original Academy was located outside the gates of the bustling city of Athens, had high walls, and an olive grove. The phrase “the groves of academe” suggests scholars walking through the trees thinking great thoughts and separated by a wall from the politics and commerce of the day.

There are other phrases that describe university life as somehow apart from the world. “Oh, you live in an ivory tower,” is a phrase that is a handy put-down for those who aren’t really sure that what academics do has any practical utility for those who “work for a living”. It suggests that we attempt to maintain some purity of thought by remaining disengaged from the messiness of the “real” world.

I would argue that this probably was never really the case – Plato dealt with politics, to be sure, and the medieval scholars whose cassocks were the inspiration for modern academic robes actually had to collect their fees from students in many early universities. The lecturers were actually in private enterprise! I’ve been told that the little pocket at the end of our hoods is a vestige of the pouch that scholars kept their fees in. The link between good teaching and tuition was very close indeed.

I wouldn’t argue that in many ways modern universities, including UC Davis, live differently from those institutions which are more directly involved in the marketplace. We need a more deliberate pace to pursue learning and teaching than publicly-traded corporations reporting quarterly returns. But a campus with 1500 buildings, 30,000 students and 28,000 employees can hardly be compared to a group of monkish academics discussing theology. We are much more like a small city ( and indeed we have our own fire and police departments at UC Davis).

I think a better metaphor for the modern university is “node.” We are a node in many networks and one of our primary functions today is connecting what we do with those who are interested in the ideas, skilled graduates, and technologies we produce. It also seems to me that we are seen as a good testing ground, a place to share thoughts and experiences or to try to influence those who shape ideas.

For example, a few days ago California Senator Dianne Feinstein spoke to the local business community about the issues facing the state. Rather a large group of university people were there. We all sat together - business leaders, academics, and political officials. In fact, we all know each other and meet regularly at one or another event or hearing. The business community regularly comes into our classrooms to share their knowledge. We move into and out of each others’ worlds regularly.

Last week the media was filled with news about the Russian invasion of the Balkan nation of Georgia, a horrific event that filled me with dread. Why would I care about this tiny country so far away, other than my general distaste for war as a means for asserting dominance or solving disputes? I felt the news directly because last year the Prime Minister of Georgia was my guest at an event on campus. Georgia has boldly developed democratic institutions in the shadow of Russia, and their financial system was developed with the help of Bob Medearis, a former instructor and advisor to the Graduate School of Management. When we had the opportunity to learn from Prime Minister Noghaideli about Georgian challenges we offered him a speaking platform – which came with a large entourage of U.S. Secret Service officers.

The Summer Olympics in China is just about over, and a number of local athletes were there, including the Silver Medalist in Eventing Gina Miles, who rode and taught at the UC Davis Equestrian Center. Just as impressively, I think, is the veterinary husband and wife team of Jack Snyder and Sharon Spier, who are leading an international corps of 30 veterinarians tending to the equine athletes.

Indeed, nearly every day I read the news and learn how this campus is bringing things out of the laboratory and into people’s lives, how people are coming to campus to explain and to seek advice, and how those of us who live our lives here are going out into the world to share our skills and knowledge. While I like getting dressed up in my robes from time to time, I much prefer being part of the engaged and engaging modern campus.

Topping Off

2008-08-11T15:44:00.000-07:00

One the real pleasures that I have as dean is serving as the spokesperson for the Graduate School of Management. Whenever a visiting CEO comes to town to speak to a class, I try to be on hand to give a welcome from the School. When we have prospective students on campus, I try to be there to thank them for considering UC Davis for their education. I am the spokesperson for our Welcome Lunch for entering MBA students, and I say good bye at Commencement, when we celebrate completion of the MBA program. I speak for the GSM at many proceedings during the months in between.

Today I got to play this role at a small but meaningful event, the "topping off" of our new under-construction building, Gallagher Hall.

This is a celebration by Ironworkers who are putting together the steel structure that frames our new building. Ironworkers traditionally mark the completion of the highest structural element with the ceremonial placement of a white beam signed by the workers, and any dignitaries who care to participate. A small group of us showed up to add our signatures to the beam, which was hoisted in place with a California redwood tree and American flag riding along. Fir trees are the usual species of tree used to top off buildings , given the European origins of the topping off tradition, but somehow it seemed right that a redwood go along for the ride. I spoke a few words about reaching an important milestone, and Associate Dean Woodruff told everyone that he had spent a summer working as an Ironworker and that this was the penultimate experience of that career. We all drank sparkling grape juice and seemed pleased to be there.

It was a low-key event, especially compared to the noisy celebration we had had just months earlier at the groundbreaking. At that event we had hundreds of supporters, alumni, faculty and administrators, not to mention the Cal Aggie Band-Uh and hundreds of balloons. The champagne flowed. This event, held at lunchtime on a hot August Monday, brought together just the workers and those of us who have been doing the dreaming and preparation to make this building a reality. The people who showed up today had gone to dozens of planning meetings, had negotiated contracts, had pitched the project to the University of California Regents, had raised money, and in many other ways made contributions that will never be visible to the public who admire our finished building. But we all signed the beam and know there is a little bit of evidence of our efforts inside.