Hult Magazine Issue 6 | Page 8

CAMPUS NEWS HULT HAPPENINGS All the latest news from Hult, including a new face in the academic leadership team and Professor Daniel Deneffe in the Harvard Business Review Welcoming our new Associate Provost, Graduate Programs Growing from 650 to 2,000 graduates annually, expanding our campus network, and transforming business education through the integration of soft skills into the MBA curriculum, all in the space of three years— the time had come to grow Hult’s academic team. Margaret Andrews joined Hult in March to help support the academic team ensure Hult’s graduate experience continues to be world-class. As Associate Provost, Graduate Programs, Margaret will be leading the graduate campus deans, dean of faculty, and the central academic services team, and helping to integrate the academic experience into Hult’s other operational and recruiting teams. Margaret joins Hult from Harvard University’s Division of Continuing Education where she was Associate Dean. Her previous roles also include Executive Director at the MIT Sloan School of Management and Vice President for Strategy and Marketing at Eduventures. Margaret also has a consulting background having worked at Deloitte and Mercer Management Consulting serving clients including universities, business schools, associations, testing organizations, publishers, and investment firms. We’re delighted to welcome Margaret on board and to the Hult academic family. 8 Daniel Deneffe on why (Western) focused firms are still alive and kicking Professor of Strategy and Managerial Economics at Hult International Business School, Daniel Deneffe joined forces with Herman Vantrappen, Managing Director of Akordeo, to argue in a Harvard Business Review blog posting that despite popular reports the conglomerate has not kicked-out the focused firm in today’s economy. Deneffe and Vantrappen argue that the success of conglomerates versus (Western) focused firms depends on their operational context— focused firms are better suited to countries with high public accountability of institutions while conglomerates work better in nations with lower levels of public accountability, thanks to their ability to leverage their political connections to greater effect. The conglomerate, often a ‘necessary evil’ in emerging markets, is thus a sign of a deficit in public accountability and so, rather than celebrating the growth of conglomerates, we should value the focused firm as a positive reflection of society at large. Read Daniel’s Harvard Business Review blog posting here: http://goo.gl/xuzhB6