seeking a few great leaders - harvard university · 2015-06-17 · seeking a few great leaders with...

2016

SEEKING a Few Great Leaders

SEEKING a Few Great Leaders

WITH A TRACK RECORD OF INNOVATION AND ACHIEVEMENT IN THEIR PRIMARY CAREER

lawyers, physicians, CEOs, senior executives, judges, entrepreneurs, military officers, NGO heads who still have years of achievement ahead

MOTIVATED TO TACKLE SOME OF THE BIGGEST CHALLENGES FACING COMMUNITIES AROUND THE WORLD

poverty, economic development, health, energy, the environment, sustainable growth, global issues, education, youth, ethics and conflict prevention

RECOGNIZING THE VALUE THAT HARVARD UNIVERSITY CAN ADD TO THEIR NEXT PHASE OF LIFE’S WORK

participate in an innovation in higher education that can define a new stage of life, identify the skills to truly change the world, and help fill the leadership gap

For 2016, a select group of Harvard Advanced Leadership

Fellows will embark on a flexible, enriching, pioneering

year of preparation to jump-start their next career of service.

AL Fellows named for the year 2016 will have structured opportunities to

exchange ideas with peers and faculty and flexible, individualized opportunities to

work toward their own goals. They will learn from faculty experts, mentor students,

lead study groups, and sit in on relevant courses throughout the University. They

will exchange ideas with leaders grappling with major social and global problems.

They will travel on a guided field experience and enrich their connections all over

the world.

The year will lead toward development and refinement of the AL Fellows’ plans for

their next stage of work: a concept, a program, an organization,

a foundation, a campaign for a cause or a public office with the potential

for big impact on a major problem.

Network membership continues beyond the Fellowship year, with opportunities to

attend events, join the Harvard Alumni Association, and seek ideas from members

of a growing Advanced Leadership community.

ProGram ELEmENtS

CorE CoUrSE. CHaLLENGES aND oPPortUNItIES IN aDVaNCED LEaDErSHIP (CoaL)

LEARN | GAIN NEW INSIGHTS | SEE BIG PICTURES

> Intensive integrated curriculum on Advanced Leadership themes and other major global issues

> Extensive readings and preparation assignments for each session

> Faculty lectures and facilitated discussions, with useful frameworks and tools for leading change

> Includes dinner and open discussion

tHINK taNKS

CONSULT | EMPLOY SKILLS | AUGMENT IDEAS

> 2–3 day “deep dive” sessions, each focused on one major global or community challenge where Advanced Leaders might fill a gap

> AL Fellows will contribute ideas based on their experience and knowledge for immediate solution-seeking with major figures in the field under discussion and with affected constituencies

> Faculty-facilitated problem-solving discussions with useful frameworks and tools

CoUrSE aUDItING

ENLARGE | ENRICH | REVISIT | GET UPDATED | FIND NEW IDEAS & TOOLS

> AL Fellows may individualize their experience by auditing available courses in many areas of the University, with an instructor’s permission

> Courses can be in fields relevant to AL Fellows’ projects or enriching ideas

> Choices can range widely - from humanities to science, professional schools to area studies

> AL Fellows may audit up to two courses

StUDY GroUPS

MENTOR | LEAD | CONNECT | ORGANIZE | RECRUIT

> AL Fellows may lead a study group, including undergraduate or graduate students

> Study groups may assist AL Fellows as they research their next-stage work

> Students can be potential resources for developing and implementing AL Fellows’ future projects

ProJECt DEVELoPmENt

REFLECT | RESEARCH | CREATE | REFINE | PLAN | WRITE | COMMIT

> AL Fellows will develop their next-step plan or intervention, with access to Harvard’s intellectual resources

> Many Faculty available for input and collaboration

> AL Fellows may work with students to help them advance their projects

FELLoWSHIP EXPErIENCE

EXPLORE | NETWORK | EXPERIENCE | BUILD ALLIANCES

> Opportunities to work with peers with equally distinguished careers

> AL Fellows may choose to participate in many of the intellectual, social, and cultural events occurring on campus

> Events with past AL Fellows promote exchange of ideas and amplify impact

aL FELLoWS’ amENItIES

SUPPORT COMMENSURATE WITH AL FELLOWS’ STATUS AND STAGE OF LIFE

> Shared office suite space for AL Fellows

> Provision for spouse or partner to enroll in the Partner Program, with invitation to join program activities

> Special invitations to other Harvard events

CrItErIa For aDVaNCED LEaDErSHIP FELLoWS

> Accomplished leaders with 20-25 years in any profession and a record of leadership

> Transitioning to a next phase dedicated to contributing to society by helping find and deploy solutions to critical problems

> Aspiring to big impact, through projects, ventures, or leadership roles in, for example, education, health, the environment (note: impact is key, whether activities are community-based, national, or global)

> Feel they can benefit from Harvard’s intellectual resources (whether they are already involved in such projects or are seeking new directions) and from interaction with peers with similar goals

> Can make a commitment to a rigorous but flexible program of activities, with some time in residence at Harvard, including mentoring students and helping peers

aDVaNCED LEaDErSHIP SUPPortErS

FINANCIAL SUPPORTERS | BACKERS OF AL FELLOWS’ PLANS | POTENTIAL FUTURE AL FELLOWS

> Accomplished individuals who share the vision of helping experienced leaders transition to working on societal problems in their next phase of life

> Willing to provide financial support

> Interested in participating in some segments of the program, such as think tanks and public events

> Willing to nominate Advanced Leadership Fellows

FaCULtY LEaDErSHIP

CHaIr/DIrECtorRosabeth Moss KanterErnest L. Arbuckle Professor of Business AdministrationHarvard Business School

Co-CHaIr/SENIor aSSoCIatE DIrECtorJames P. HonanSenior Lecturer in EducationCo-Chair, Institute for Educational ManagementHarvard Graduate School of Education

Co-CHaIrSBarry R. BloomHarvard University Distinguished Service Professor Joan L. and Julius H. Jacobson Professor of Public HealthHarvard School of Public Health

David GergenDirector of the Center for Public LeadershipPublic Service Professor of Public LeadershipHarvard Kennedy School

William C. KirbyHarvard University Distinguished Service ProfessorT. M. Chang Professor of China Studies, Harvard UniversitySpangler Family Professor of Business Administration, Harvard Business School

Howard K. Koh, M.D.Professor of the Practice of Public Health Leadership Director of the Leading Change StudioHarvard School of Public Health

Charles J. Ogletree, Jr.Jesse Climenko Professor of LawHarvard Law SchoolExecutive Director, Charles Hamilton Houston Institute for Race & Justice

Fernando M. ReimersFord Foundation Professor of International Education Director of the Global Education and International Education Policy ProgramHarvard Graduate School of Education

Peter Brown ZimmermanSenior Associate Dean for Strategic Program DevelopmentFaculty Chair, Senior Executive Fellows ProgramHarvard Kennedy School

For FUrtHEr INFormatIoN

John [email protected](617) 496-2452advancedleadership.harvard.edu

EXECUtIVE BoarDDavid BloomClarence James Gamble Professor of Economics and DemographyHarvard School of Public Health

Amy C. EdmondsonNovartis Professor of Leadership and ManagementHarvard Business School

William W. GeorgeProfessor of Management PracticeHarvard Business School

Monica C. HigginsKathleen McCartney Professor in Education LeadershipHarvard Graduate School of Education

Robert H. MnookinSamuel Williston Professor of LawDirector, Harvard Negotiation Research Project Chair, Steering Committee, Program on NegotiationHarvard Law School

Roger B. PorterIBM Professor of Business and GovernmentHarvard Kennedy School

Forest ReinhardtJohn D. Black Professor of Business Administration Harvard Business School

Guhan SubramanianJoseph Flom Professor of Law and BusinessHarvard Law SchoolH. Douglas Weaver Professor of Business LawHarvard Business School

Ronald S. Sullivan, Jr.Clinical Professor of LawEdward R. Johnson Lecturer on Law Director, Harvard Criminal Justice Institute Harvard Law School

FOUNDING BOARD MEMBERSDon Berwick, 2006-2010Rakesh Khurana, 2005-2014Nitin Nohria, 2005-2010

Office: (617) [email protected] Story Street, Suite 501Cambridge, MA 02138

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Nomination Information

NOMINATE TODAY

Thesearchforthe2016AdvancedLeadershipFellowsatHarvardUniversityisunderway.Welookforwardtoconnecting with people interested in learning more about the Advanced Leadership program and fellowship year.WeappreciateyourassistanceinidentifyingtopleaderswithpotentialtobeAdvancedLeadershipFellows.

To nominate a potential candidate or discuss the Fellowship program, please visit the “nominate today” section of the ALI website here:

advancedleadership.harvard.edu/nominate

OR

Fill out the information below and mail or fax this completed form back to our office and we will reachout to your suggested contacts directly.

Advanced Leadership Initiative14StoryStreet,Suite100Cambridge,MA02138Fax:617.495.7770Phone:617.496.5479

The following top leaders are strong potential candidates for the Advanced Leadership Initiative:

ThesepremierorganizationshavemembershipssimilartotheprofilesofourAdvancedLeaders:


KEY FACTS

The Advanced Leadership Initiative (ALI) Fellowship is designed to enhance and leverage the skills of highly accomplished, experienced leaders with at least 20-25 years of leadership experience with demonstrated innovation and achievement in their primary career who want to apply their talents to solve significant social problems in the next phase of their careers.

Advanced Leadership Fellows exemplify the following qualities:

• Supremecharacterandintegrity

• Dedicationtocontributingtosocietybyhelpingfindanddeploysolutionstocriticalproblems

• Aspirationtocreatebigimpactthroughprojects,ventures,orleadershiprolesin,forexample,public education, public health, the environment

• DesiretoutilizeHarvard’sintellectualresourcesandinteractwithpeerswithsimilargoals • Commitmenttoarigorousbutflexibleprogramofactivities,withsometimeinresidenceatHarvard, including mentoring students and helping peers

ALI provides AL Fellows full immersion in the University during the course of the year, and the opportunity to continue to engage with a community of accomplished peers. Other distinctive features of the Fellowship include:

• CalendaryearprogramthatbeginsinlateJanuaryandconcludesinlateNovember

• Interfacultylearning,includingacustomizedseminarseriesonadvancedleadershipthemesandmajor global issues

• Auditprivileges,withinstructorpermission,ofcoursesofferedacrossmostoftheUniversity (graduate and undergraduate courses)

• ProvisionforspouseorpartnertoenrollinPartnerProgram,withinvitationtojoinprogramactivities

• OpportunitiesforALFellowstoleadorconvenestudygroupstoresearchALFellows’next-stagework

• AccesstoHarvardstudentsaspotentialresourcesforimplementingALFellows’futureprojects

• Workwithpeerspossessingequallydistinguishedcareers

• NetworkingwithpastALFellowstoexchangeideasandexploreconnectionsonprojects

• SharedofficesuitespaceforALFellows

• SpecialinvitationstootherHarvardevents

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SELECTION PROCESS

The Advanced Leadership Fellowship (ALI) is designed for accomplished leaders with a track record of at least 20-25 yearsofinnovationandachievementintheirprimarycareer.CandidatesfortheFellowshipshouldbemotivatedtotacklesomeofthebiggestchallengesfacingcommunitiesaroundtheworld.TheyshouldrecognizethevaluethatengagementwithHarvardUniversitycanaddastheypreparefortheirnextphaseoflife’swork.AdvancedLeadershipFellowsworkwith students as guides, mentors, and team leaders. The Faculty seeks leaders of the highest character and integrity who can serve as role models to the University community.

ALFellowsareinvitedtojointheprogramforacalendaryear,withthebulkofformalactivitiesinthefirstfivemonthsandmoreopen-endedopportunitiesfortheremainderoftheyear.For2016,theprogrambeginsonJanuary2016,followingabriefintroductioninDecember2015.

Identification of promising candidates begins approximately a year in advance of beginning the program and continues over 6-9 months in several rounds. Interested candidates can express interest at any time, including late in the process, by sending information to the “Introduce Yourself” section of the Advanced Leadership website.

Timetable for Selection and Initial Consideration

CandidatesforthefellowshipareaskedtosubmitanexpressionofinterestandaC.V.,resumeorbioatthe“IntroduceYourself” section of the Advanced Leadership website, advancedleadership.harvard.edu, at their earliest convenience. CandidatescanalsomailthisinformationtotheAdvancedLeadershipFellowshipofficeat14StoryStreet,Suite501,Cambridge,MA02138.

Candidatesforthefellowshipareconsideredinfourrounds.SelectleadersofunusualdistinctionmaybeinvitedatothertimesatthediscretionoftheSelectionCommittee.Thedeadlinesforcandidatesforthe2016Fellowshipyearare:

Decision Round Date for Submission of Expression of Interest and C.V. May March31,2015 June April30,2015 July May29,2015 Late June1–August,2015

Candidatesarestronglyencouragedtoexpressinterestinearlierrounds,asspaceinthefellowshipislimited.JohnKendzior,FellowshipDirector,attheAdvancedLeadershipInitiativecanansweranyquestionsregardingthesubmissionoftheexpressionofinterestandothermaterials.EmailhimatJohn_Kendzior@harvard.eduorcallhimdirectlyat617.496.2452withanyquestions.

ALI will contact candidates whose accomplishments best correlate with the mission of the fellowship and its expectationsforALFellows.CandidateswillthencompleteaLetterofInterest.SomecandidateswillbeinvitedtovisittheHarvardcampus,speakwithALFellows,andinterviewwithamemberoftheAdvancedLeadershipFaculty.

Eachdecisionround,agroupoffinalists’professionaldossierswillbepresentedforconsiderationtotheFacultySelectionCommittee.Withintheweeksfollowingthereviewofdossiers,finalistswillbeinformedoftheircandidacystatus,andmaybeinvitedtobecomeanALFellow.Strongcandidatesmaybeputona“hold”statuspendingthereviewof the broader pool. A small group of individuals may be placed on a waiting list, and notified of their final status as soon as possible.

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SELECT ADVANCED LEADERSHIP PROJECTS2009 - 2014

Urban Renewal:Comprehensivecommunityleadershiptoolstoconnectallpertinentstakeholdersandstreamlineap-proachestorebuildathrivingurbancoreinAmerica’smajorcitieswithcrumblinginfrastructure.

Ocean Conservancy:Technologythatanalyzesthecomplexityofoceandynamicsthroughactivesensorsandotherobservation tools to bring about the creation of monitoring infrastructure and enforcement mechanisms to save and protect the ocean.

Venture Philanthropy:Streamlinedmethodologytoreachawidergroupofinvestorstofundandscalehighimpactsocialenterprisesthatwilladdressandimprovesociety’smostpressingsocialissues.

Women’s Access to Education Globally:Developmentofglobalresourcesthatencouragewomeninempoweredcoun-triestosupporttheeffortsofgirlsandwomenwhomaybestrugglingtofindapathtoeducation,trainingandcivicengagement in their country.

Online Health Care Consumerism:Well-organized,user-friendly,reliableinformationsharingforhealthcareconsumersusingaplatformthatcombinesAmazon.comandConsumerReportsmodelstobettermanagehealthchoicesandcosts.

Affordable Housing: To improve the lives of middle and lower income families in the developing world by increasing the availabilityandaffordabilityofhomemortgagessoeachfamilycanownasafe,comfortablehome.

Mental Health:BetterandmoreefficientdeliveryofandaccesstomentalhealthcareforadultsintheUnitedStates,ultimatelyhelpingaidinthedifficultissuesfacingthecountry,homelessness,overburdeningofthejusticesystem,highschool drop out rates, and the loss of productivity to the economy.

Water Policy:Abookonthewaterproblemandactionstosolveit,“RunningoutofWater,”publishedbyMacMillan.TheFellow is using this platform for advocacy for action in changing water policies.

College Financing:Amodelforcollegefinancingforstudentsfromdisadvantagedcommunitiesandanon-profit501c3organizationthatisnowrunningpilotprogramsinBoston,Vermont,andCalifornia.

HIV Treatment: A new partnership between innovator pharmaceutical companies, generic drug manufacturers, public healthauthoritiesanddonorstofosterthedevelopmentandavailabilityofantiretroviraltherapiesoptimizedtomeetHIVtreatmentandpreventionneedsinresource-limitedcountries.

Children with Special Needs: A web platform and portal that builds a virtual disability community based on mutually beneficial resource-sharing to connect, inform, and support families of special needs children and professionals working with these families.

Africa Leadership: Anon-profit501c3organizationfocusedonattractingAmericaninvestmenttoAfricaasameanstoincrease leadership capacity.

Primary Care (developing countries):Deploymentofeducationforprimarycarephysiciansinthedevelopingworldtoensure minimum competency standards.

Ethics: Using popular media, including a video game and telenovelas, to stimulate conversations about ethics and strengthen the moral compass in Latin American countries.

Nutrition: A for-profit venture to develop smart-phone apps around nutrition to improve food choices and health with an accompanying non-profit to bring the benefits to public schools and communities.

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Alternative Energy - Africa: A for-profit venture to bring low-cost alternative energy through solar cells to Africa (start-ing with Liberia), with various faculty serving as advisors.

After-School Literacy: A model for after-school “study halls” to encourage reading and advance literacy, beginning with a single program that will now be rolled out in other communities.

Community: Abreakthroughmodelforfaith-basedorganizationstostepupascommunityconveners,bringingsocialinnovationandsocialchangetocitiesacrosstheincomedivide,withanactivebetainplaceinasouthernU.S.city.

Food Waste - Hunger:Anon-profitretailchaininurban“fooddeserts”asasolutionforadjacentproblemsoffoodwaste,hunger, and nutrition.

Chinese Medicine: UsingITtointegrateanevidence-basedmedicinewithtraditionalChinesemedicine,therebyimprov-ingmedicalpracticeandhealth.(ProjectNotitia)

Literacy:Scalinganexistingliteracyprogrambybringingtheprogramtoadditionalsitesandaddingalegalliteracycom-ponentthroughdevelopingchildren’sbooksaboutrightsandthejusticesystem.

Teamwork in Medicine: Authorizingabookonteamworkinmedicineasavoiceinthedevelopmentofleadershipskillsin physicians and medical students, plus collaboration on a new leadership course for medical students.

Foundation Leadership:Skill-buildinginacareerswitchtoanewpositionasChiefOperatingOfficerforamajorfoundation.

Personalized Learning:Developmentofaconsortiumtopromotetheuseoftechnologyforeducationalinnovationandimprovement,especiallypersonalizedlearning.

Agriculture, Hunger - Africa: AFarm&EarthUniversityinGhana,bringingmodernfarmingandagriculturetechniquesto Africa to aid in mitigating chronic hunger and malnutrition.

Health - Vision: Aone-stopwebportalthatprovidesinformationcriticalforindividualswhohavesufferedvisionloss.

Civic Engagement:Aninnovativecivicmediaprojecttoincreasethedisseminationoflearning-neighborhoodsinBrazil,bringing culture, information and empowerment to the population in the favelas (slums).

Literacy: An online portal providing educational content and online tutors for high school students from at risk popula-tions to enhance critical writing skills and success in college.

End-of-Life Dignity: A comprehensive communications strategy enhancing communication regarding the final phases of life.

Online Privacy: A new concept in managing privacy and online identities for individuals while capturing trends and actionable data.

Saving Newborn Lives: An infant warmer targeting the large population of low birth weight babies unable to regulate body temperature, which can often lead to premature death.

Sustain Arts:Agrassrootsmovementtostrengthenthenation’scommunity-basedculturalinfrastructurebyassessingthesustainabilityoftheartsecologiesofeightmetropolitanareasintheU.S.

Education Reform - Mexico:DevelopmentofproposalsfocusedonimprovingthequalityofeducationinMexico.

Rural Impact: A program that matches academically strong students with a desire to apply their education, work as a team,developleadershipskillsandcreatepositivechangewithinunderprivileged,ruralcommunitiesoftheU.S.


Fellows from the past seven cohorts have gained experience in a variety of professionally and internationally diverse backgrounds,includinglawyers,doctors,governmentofficials,non-profitleaders,chiefexecutivesofvariouscompanies,andmore.Pleaseseebelowforabrief,representativelistofcompanies,industriesandrolesFellowshavecomefromtoALI.

FormerPremierofBermuda(Bermuda)

TraderJoe’sCompany,Inc.,President(USA)

U.S.Army,MajorGeneral,ActingSurgeonGeneral(USA)

IBMGreaterChina,Chairman(China)

SovereignBank,US,ChiefExecutiveOfficer(USA)

FolhadeSãoPaulo,Columnist;BrazilianNewsAgencyfortheRightsofChildrenandCitySchoolApprenticeAssociation,Founder(Brazil)

BostonPublicSchools,FormerSuperintendent(USA)

GoldmanSachs,PartnerandManagingDirector(USA)

McDonald’sCorporation,CorporateVicePresident,Innovation,Concept+Design(USA)

RoyalDutchShellGroupExploration&ProductionandGas&Power,ManagingDirector(Turkey)

Mars,Incorporated,SecretaryandGeneralCounsel;DepartmentoftheNavy,GeneralCounsel(USA)

CiscoChina,ChairmanandCEO(China)

PublicisWorldwideUSA,ChairmanandChiefExecutiveOfficer(USA)

TheMarker,Editor-in-Chief(Israel) U.S.SecretaryofTransportationforPresidentWilliamJ.Clinton(USA)

Qualcomm,Inc.,SeniorVicePresident,Development(USA)

StateDepartment,U.S.AmbassadoronHIV/AIDSandglobalhealth,WorldHealthOrganizationonHIV/AIDS,AssistantDirector-General(USA)

GovernmentofNigeria,ChairmanoftheSenateCommitteeonHealth(Nigeria)

HenryFordMedicalGroup,ChiefExecutiveOfficer(USA)

UnitedNationsDepartmentofPeacekeepingOperations,PrincipalOfficer,AsiaandMiddleEastDivision(USA)

SELECT ADVANCED LEADERSHIP FELLOWS2009 – 2015

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Fauchon,ChairmanandChiefExecutiveOfficer(France,USA)

BentleyMotors,GlobalDirector,ExternalAffairs(France,Brazil,USA)

FidelityInvestments,ChiefofAdministration(USA)

SonyPicturesEntertainment,SeniorExecutiveVicePresidentWorldwideOperationsMarketing&Distribution(USA)

UnitedStatesSenateJudiciaryCommittee,ChiefCounselandStaffDirector(USA)

WhiteHouseDirectorofPersonnelforPresidentWilliamJ.Clinton(USA)

DeutscheBank,DirectorforAsia(Japan)

GoodwinProcterLLP,Partner(USA)

Anheuser-BuschInternational,PresidentandChiefExecutiveOfficer(USA)

AcumenFund,ChiefOperatingOfficer(USA)

TajGroupofHotelsandResorts,ChiefInformationOfficer,SeniorVicePresident(India)

GrimoldiS.A.,ChiefExecutiveOfficer(Argentina)

KnightFoundation,VicePresident/Arts(USA)

SecretaryofEducationofMexico(Mexico)

InternationalFederationofFreightForwardersAssociation(FIATA),President;UAE-basedAirCargoTrader,Founder(Dubai,USA)

ChangetoWin,FormerChair;ServiceEmployeesInternationalUnion(SEIU),InternationalSecretary-Treasurer;memberofPresidentObama’sEconomicRecoveryAdvisoryBoard(USA)

ReutersGreenhouse,TheReutersVentureCapitalFund,FounderandFormerManagingDirector(UnitedKingdom)

AstronautandU.S.MarineCorpsCommandingGeneral(USA)

FederalOfficeofPublicHealthofSwitzerland,FormerDirector-General(Switzerland)

MinisterofHealthandSocialWelfareofVenezuela(Venezuela)

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Rosabeth Moss Kanter, Chair and Director

RosabethMossKanterholdstheErnestL.ArbuckleProfessorshipatHarvardBusinessSchool,whereshespecializesinstrategy,innovation,andleadershipforchange.Herstrategicandpracticalinsightshaveguidedleadersoflargeandsmallorganizationsworldwideforover25years,throughteaching,writing,anddirectconsultationtomajorcorporationsandgovernments.TheformerEditorofHarvardBusinessReview(1989-1992),ProfessorKanterhasbeen repeatedly named to lists of the “50 most powerful women in the world” (Times of London), and the “50 most influentialbusinessthinkersintheworld”(Thinkers50).In2001,shereceivedtheAcademyofManagement’sDistinguishedCareerAwardforherscholarlycontributionstomanagementknowledge;andin2002wasnamed“IntelligentCommunityVisionaryoftheYear”bytheWorldTeleportAssociation;andin2010receivedtheInternationalLeadershipAwardfromtheAssociationofLeadershipProfessionals.Sheistheauthororco-authorof18books.Herlatestbook,SuperCorp:HowVanguardCompaniesCreateInnovation,Profits,Growth,andSocialGood,amanifestoforleadershipofsustainableenterprises,wasnamedoneofthetenbestbusinessbooksof2009byAmazon.com.Afollow-uparticle,“HowGreatCompaniesThinkDifferently,”receivedHarvardBusinessReview’s2011McKinseyAwardfortheyear’stwobestarticles.

James P. Honan, Co-Chair and Senior Associate Director

JamesHonan’steachingandresearchinterestsincludefinancialmanagementofnonprofitorganizations,organizationalperformancemeasurementandmanagement,andhigher-educationadministration.AtHarvard,heiseducationalcochairoftheInstituteforEducationalManagement(IEM)andisafacultymemberinanumberofexecutiveeducationprogramsforeducationalleadersandnonprofitadministrators.Honanhasservedasaconsultant on strategic planning, resource allocation, and performance measurement and management to numerous colleges,universities,schools,andnonprofitorganizations,bothnationallyandinternationally.Previously,heservedasinstitutionalresearchcoordinatorintheOfficeofBudgetsatHarvardandasaprojectanalystintheHarvardUniversityFinancialAidOffice.HehasalsobeenaresearchassistantattheEducationalResourcesInformationCenter(ERIC)ClearinghouseonHigherEducationinWashington,D.C.,andhasservedasexecutiveassistanttothepresidentofLesleyUniversityinCambridge,Massachusetts.

Barry R. Bloom, Co-Chair

BarryR.Bloom,formerlyDeanoftheHarvardSchoolofPublicHealth,isHarvardUniversityDistinguishedServiceProfessorandJoanL.andJuliusH.JacobsonIIProfessorofPublicHealth.Bloomhasbeenengagedinglobalhealthfor his entire career and made fundamental contributions to immunology and to the pathogenesis of tuberculosis andleprosy.HeservedasaconsultanttotheWhiteHouseonInternationalHealthPolicyfrom1977to1978,waselectedPresidentoftheAmericanAssociationofImmunologistsin1984,andservedasPresidentoftheFederationofAmericanSocietiesforExperimentalBiologyin1985.BloomhasalsoservedontheNationalAdvisoryCouncilsoftheNationalInstituteofAllergyandInfectiousDiseases,NIH,andtheCenterforInfectiousDiseases,oftheCDC.HeisamemberoftheScientificAdvisoryboardsoftheDorisDukeCharitableFoundation,theWellcomeTrustCenterforHumanGenetics,Co-ChairstheIndependentExpertCommitteeoftheHumanHeredityandHealthinAfrica(H3Africa)sponsoredbytheWellcomeTrustandtheUSNIH,andrecentlyChairedtheIndependentExpertCommitteeonTuberculosisfortheBillandMelindaGatesFoundation.HeisamemberoftheU.S.NationalAcademyofSciences,theInstituteofMedicine,theAmericanAcademyofArtsandSciences,andtheAmericanPhilosophicalSociety.

2015 ADVANCED LEADERSHIP FACULTY BIOGRAPHIES

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David R. Gergen, Co-Chair

DavidR.Gergenisaprofessorofpublicserviceandco-directoroftheCenterforPublicLeadershipattheHarvardKennedySchool,positionshehasheldforthepastdecade.Inaddition,heservesasaseniorpoliticalanalystforCNNandworksactivelywitharisinggenerationofnewleaders.Inthepast,hehasservedasaWhiteHouseadvisertofourU.S.presidentsofbothparties:Nixon,Ford,ReaganandClinton.Inthe1980s,hebeganacareerinjournalismwiththeMcNeil-LehrerNewsHour,andhehasremainedaregularcommentatoronpublicaffairsforsome30years.Amonghiscurrentnon-profitboardsareTeachforAmerica,CityYear,SchwabFoundation,theAspenInstitute,andtheMissionContinues.HeisanhonorsgraduateofYaleandtheHarvardLawSchool,aveteranoftheU.S.Navy,andhas been awarded 26 honorary degrees.

William C. Kirby, Co-Chair

WilliamC.KirbyisT.M.ChangProfessorofChinaStudiesatHarvardUniversityandSpanglerFamilyProfessorofBusinessAdministrationattheHarvardBusinessSchool.HeisaHarvardUniversityDistinguishedServiceProfessor.ProfessorKirbyservesasChairmanoftheHarvardChinaFundandservedasDirectoroftheFairbankCenterforChineseStudiesfrom2006-2013.AhistorianofmodernChina,ProfessorKirby’sworkexaminesChina’sbusiness,economic,andpoliticaldevelopmentinaninternationalcontext.HehaswrittenontheevolutionofmodernChinesebusiness(state-ownedandprivate);Chinesecorporatelawandcompanystructure;thehistoryoffreedominChina;theinternationalsocialisteconomyofthe1950s;relationsacrosstheTaiwanStrait;andChina’srelationswithEuropeandAmerica.HiscurrentprojectsincludecasestudiesofcontemporaryChinesebusinessesandacomparativestudyofhighereducationinChina,Europe,andtheUnitedStates.

Howard K. Koh, M.D., Co-Chair

Dr.HowardK.KohisProfessorofthePracticeofPublicHealthLeadershipandDirectoroftheLeadingChangeStudioattheHarvardSchoolofPublicHealth.From2009-2014,Dr.Kohservedasthe14thAssistantSecretaryforHealthfortheU.S.DepartmentofHealthandHumanServices(HHS).Duringthattime,heoversaw12corepublichealthoffices,includingtheOfficeoftheSurgeonGeneralandtheU.S.PublicHealthServiceCommissionedCorps,10RegionalHealthOfficesacrossthenation,and10PresidentialandSecretarialadvisorycommittees.HealsoservedasseniorpublichealthadvisortotheSecretary.Duringhistenure,hechampionedthecriticalpublichealthdimensionsoftheAffordableCareAct,promotedtheenrollmentofunderservedpopulationsintohealthinsurancecoverageandwastheprimaryarchitectoflandmarkHHSstrategicplansfortobaccocontrol,healthdisparitiesandchronichepatitis.HealsoledinterdisciplinaryimplementationofHealthyPeople2020andtheNationalHIV/AIDSStrategyaswellasinitiatives in a multitude of other areas.

Charles J. Ogletree, Jr., Co-Chair

CharlesOgletreeistheHarvardLawSchoolJesseClimenkoProfessorofLaw,andFoundingandExecutiveDirectoroftheCharlesHamiltonHoustonInstituteforRaceandJustice(www.charleshamiltonhouston.org)namedinhonorofthevisionarylawyerwhospearheadedthelitigationinBrownv.BoardofEducation.ProfessorOgletreeisaprominentlegal theorist who has made an international reputation by taking a hard look at complex issues of law and by working tosecuretherightsguaranteedbytheConstitutionforeveryoneequallyunderthelaw.Ogletreehasexaminedtheseissuesnotonlyintheclassroom,ontheInternet,andinthepagesofprestigiouslawjournals,butalsointheeverydayworld of the public defender in the courtroom and in public television forums where these issues can be dramatically revealed.


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Fernando M. Reimers, Co-Chair

FernandoM.Reimers,FordFoundationProfessorofPracticeinInternationalEducationandFacultyDirector,InternationalEducationPolicyProgramfocuseshisresearchandteachingoninnovativeglobaleducationpoliciesandprogramsthathelpstudentsdeveloptwentyfirstcenturyskills.Heisalsointerestedinprogramsthatsupportthedevelopmentofglobalcompetency.Currentresearchincludesacross-nationalstudyofpoliciesandinnovativeprogramstodeveloptwentyfirstcenturyskillsGlobalEducationInnovationInitiative.ReimersisamemberoftheMassachusettsBoardofHigherEducation,theCouncilofForeignRelations,afellowoftheInternationalAcademyofEducation,aswellasamemberoftheUnitedStatesNationalCommissionforUNESCO.

Peter Brown Zimmerman, Co-Chair

PeterBrownZimmermanisLecturerinPublicPolicyandSeniorAssociateDeanforStrategicProgramDevelopmentattheHarvardKennedySchool.HealsoservesasfacultyChairoftheSeniorExecutiveFellowsProgramandisCo-ChairoftheAdvancedLeadershipInitiative.HeisagraduateoftheKennedySchool’sPublicPolicyprogram.BeforecomingtoHarvard,heworkedfortheU.S.Navy,ontheNationalSecurityCouncilstaffandonthestaffoftheSenateIntelligenceCommittee.Hehasconsultedwithandadvisedawiderangeofpublicandnonprofitorganizations.

David E. Bloom, Executive Board

DavidE.BloomisClarenceJamesGambleProfessorofEconomicsandDemographyintheDepartmentofGlobalHealthandPopulation,HarvardSchoolofPublicHealth.Dr.BloomalsoservesasDirectorofHarvard’sProgramontheGlobalDemographyofAging.Heisaneconomistwhoseworkfocusesonhealth,demography,education,andlabor.Inrecent years, he has written extensively on primary, secondary, and tertiary education in developing countries and on thelinksamonghealthstatus,populationdynamics,andeconomicgrowth.Dr.Bloomhaspublishedover300articles,book chapters, and books in the fields of economics and demography.

Amy C. Edmondson, Executive Board

AmyC.EdmondsonistheNovartisProfessorofLeadershipandManagement.TheNovartisChairwasestablishedtoenable the study of human interactions that lead to the creation of successful business enterprises for the betterment ofsociety.Edmondson’sresearchexaminesleadership,learningandinnovationinteamsandorganizations,andhasbeenpublishedinnumerousacademicandmanagerialarticles.HerbookTeaming:Howorganizationslearn,innovateandcompeteintheknowledgeeconomy(Jossey-Bass,2012)emphasizesmanagingtheactivitiesthatenablecollaborativeworkacrossboundaries,ratherthandesigningandmanagingstableteams.Sheiscurrentlystudyingcollaboration across boundaries focused on innovation in the built environment.

William W. George, Executive Board

BillGeorgeisaprofessorofmanagementpracticeatHarvardBusinessSchool,wherehehastaughtleadershipsince2004,andtheformerchairmanandchiefexecutiveofficerofMedtronic.Heistheauthoroffourbest-sellingbooks:AuthenticLeadership,TrueNorth:DiscoverYourAuthenticLeadership;FindingYourTrueNorth:APersonalGuide;and7LessonsforLeadinginCrisis.TrueNorthGroups:APowerfulPathtoPersonalandLeadershipDevelopment,hismostrecentbook,waspublishedinSeptember2011.ProfessorGeorgeiscurrentlythefacultychairofHBS’sExecutiveEducationprogramAuthenticLeadershipDevelopment.

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Monica C. Higgins, Executive Board

MonicaHiggins,KathleenMcCartneyProfessorinEducationLeadership,joinedtheHarvardfacultyin1995,whereherresearchandteachingfocusontheareasofleadershipdevelopmentandorganizationalchange.PriortojoiningHGSE,shespentelevenyearsasamemberofthefacultyatHarvardBusinessSchoolintheOrganizationalBehaviorUnit.Herrecentbook,Career Imprints: Creating Leaders Across an Industry (2005), focuses on the leadership development of executives in the biotechnology industry. In education, her research interests focus on both higher educationandK-12publiceducation.Specifically,shehasamultimediaprojectunderwayonthecareersandsocialnetworksoftheHarvardBusinessSchoolClassof1996.Inaddition,ProfessorHigginsisstudyingseniorleadershipteamsandorganizationallearninginurbanschooldistrictsaswellashowentrepreneurialfirmsachieveimpactatscale.ProfessorHigginsteachesintheareasofleadershipandorganizationalbehavior,entrepreneurship,self-assessment and career development, and strategic human resources management.

Robert H. Mnookin, Executive Board

RobertH.MnookinistheSamuelWillistonProfessorofLawatHarvardLawSchool,theChairoftheProgramonNegotiationatHarvardLawSchool,andtheDirectoroftheHarvardNegotiationResearchProject.Aleadingscholarinthefieldofconflictresolution,ProfessorMnookinhasappliedhisinterdisciplinaryapproachtonegotiationandconflictresolutiontoaremarkablerangeofproblems;bothpublicandprivate.ProfessorMnookinhastaughtnumerous workshops for corporations, governmental agencies and law firms throughout the world and trained many executivesandprofessionalsinnegotiationandmediationskills.Inhismostrecentbook,BargainingwiththeDevil:WhentoNegotiate,WhentoFight,Mnookinexploresthechallengeofmakingsuchcriticaldecisions.

Roger B. Porter, Executive Board

RogerB.PorterisIBMProfessorofBusinessandGovernmentattheHarvardKennedySchool.JoiningtheHKSfacultyin1977,hehasservedformorethanadecadeinsenioreconomicpolicypositionsintheWhiteHouse,mostrecentlyasAssistanttothePresidentforEconomicandDomesticPolicyfrom1989to1993.HeservedasDirectoroftheWhiteHouseOfficeofPolicyDevelopmentintheReaganAdministrationandasExecutiveSecretaryofthePresident’sEconomicPolicyBoardduringtheFordAdministration.Heistheauthorofseveralbooksoneconomicpolicy,includingPresidentialDecisionMakingandEfficiency,EquityandLegitimacy:TheMultilateralTradingSystemattheMillennium.AnalumnusofBrighamYoungUniversity,PorterwasaRhodesScholaratOxfordUniversity,wherehereceivedhisBPhildegree.HewasaWhiteHouseFellowfrom1974to1975andreceivedhisMAandPhDdegreesfromHarvardUniversity.

Forest L. Reinhardt, Executive Board

ForestL.ReinhardtistheJohnD.BlackProfessorofBusinessAdministrationatHarvardBusinessSchoolandservesastheFacultyChairofHarvardBusinessSchool’sEuropeanResearchInitiative.ProfessorReinhardtisinterestedintherelationships between market and non-market strategy, the relations between government regulation and corporate strategy,thebehaviorofprivateandpublicorganizationsthatmanagenaturalresources,andtheeconomicsofexternalitiesandpublicgoods.ReinhardtrecentlyservedascourseheadfortherequiredMBAcourse,Strategy,whichcoverstopicsinindustryanalysis,competitiveadvantage,andcorporatestrategy.ReinhardtcurrentlyservesasthefacultychairofHarvardBusinessSchool’sAsia-PacificResearchCenterandthechairoftheHBSExecutiveEducationAsia-PacificRegion.HeistheauthorofDown to Earth: Applying Business Principles to Environmental Management, publishedbyHarvardBusinessSchoolPress.

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Guhan Subramanian, Executive Board

GuhanSubramanianistheJosephFlomProfessorofLawandBusinessattheHarvardLawSchoolandtheH.DouglasWeaverProfessorofBusinessLawattheHarvardBusinessSchool.HeistheonlypersoninthehistoryofHarvardUniversitytoholdtenuredappointmentsatbothHLSandHBS.AtHLSheteachescoursesinnegotiationsandcorporatelaw.AtHBS,heteachesinexecutiveeducationprograms,suchasStrategicNegotiations,ChangingtheGame,ManagingNegotiatorsandtheDealProcess,andMakingCorporateBoardsMoreEffective.HeisthefacultychairfortheJD/MBAprogramatHarvardUniversityandViceChairforResearchattheHarvardProgramonNegotiation.ProfessorSubramanian’sresearchexplorestopicsincorporategovernance,corporatelaw,andnegotiations.

Ronald S. Sullivan, Jr., Executive Board

ProfessorRonaldS.Sullivan,Jr.joinedHarvard’slawfacultyinJuly2007.Hisareasofinterestincludecriminallaw,criminalprocedure,legalethics,andracetheory.PriortoteachingatHarvard,ProfessorSullivanservedonthefacultyoftheYaleLawSchool,where,afterhisfirstyearteaching,hewonthelawschool’sawardforoutstandingteaching.ProfessorSullivanistheFacultyDirectoroftheHarvardCriminalJusticeInstitute.HealsoisafoundingfellowofTheJamestownProject.ProfessorSullivanisaPhiBetaKappagraduateofMorehouseCollege,andtheHarvardLawSchool,whereheservedaspresidentoftheBlackLawStudentsAssociationandasaGeneralEditoroftheHarvardBlackLetterLawReview.AftergraduatingfromHarvard,ProfessorSullivanspentayearinNairobi,KenyaasaVisitingAttorneyfortheLawSocietyofKenya.

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SELECTED MEDIA COVERAGE2009 - 2014

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Advancing Leadership 1

Interview:RosabethMossKanter 11

Puttingexpiredfoodstohealthyuse 13

HappilyEverAfter 16

“EvenHigher”Education 18

Harvard-ledsymposiumstressestheimportanceofinnovation 20

Turning on the Lights 21

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25

26

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CONTENTS

Harvard Magazine

The Financial Times

The Boston Globe

The American Lawyer

Harvard Magazine

The Miami Herald

The Harvard Gazette

The Gainesvelle Sun

The Boston Globe

The Financial Times

The Financial Times

The Guardian

Forbes.com

DoctorWorkstoFixMedicine

SmarterFood

On management: A new way to lead

Leadershipthatcouldmakeadifference

Harvardwinsfansforadvancedleadershipcourse

TheHarvardFellow 33

For more news, visit the ALI site:advancedleadership.harvard.edu/news

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HARVARD MAGAZINE

Advancing Leadership“Third-stage” learners using a novel Harvard curriculum engage social challenges.

ByJohnS.RosenbergPublished:March-April,2014

During2013,MichaelJ.BushauditedProfessorJosephP.Newhouse’scourseontheeconomicsofhealthcarepolicy and worked with Richard Frank, Morrisprofessor of healthcare policy, to better understand a specific social problem: how to cover the costs for peoplewhosufferseverebodilyharm—braintrauma,spinal-cord injuries, debilitating burns, catastrophicamputations—andsurvive,oftentorequireextensive,expensive life-long care. Amid national debate over routine health coverage, the subject might seemesoteric. But for the tens of thousands afflicted andtheir families, the issue may be even more disastrous than sudden death. The costs of support services often are not covered by traditional medical and disability insurance, long-term care coverage, or workers’compensation. In many cases, the victims and their loved ones are mostly on their own.

And so on the Thursday before Thanksgiving, Bushbriefly outlined for a supportive but challengingaudience his mathematically precise, actuarially sound proposal for “catastrophic injury life-care annuities,”developed duringhis year on campus.He concludedthat private insurers could affordably provideadequate coverage, and that people would sign up for it—addressing a social problemwhile creating atremendousbusinessopportunity.Hesaidheplannedto work with disability advocates around the country topersuadetheindustrytobeginofferingthismutualsolution.

Bush’s presence atHarvard and the forumwhere he

presentedhisworkreflectedbothadistinctiveprogramand a unique personal passion. The program is the Advanced Leadership Initiative (ALI): an opportunity for a cohort of a few dozen midcareer leaders fromdiverseprofessionstocometoHarvardfromaroundtheworld to explore how to address vexing social issues, drawing on skills and resources beyond their fields. Bush,forexample,hasthreedecadesofexperienceasa senior retailing executive, turnaround manager, and business investor.

Thepassionsvarybyfellow,butinBush’scase,couldnot be more immediate. As his paper matter-of-factly notes, “I am acutely aware of these issues because mybrotherwasseverelybrain injuredwhileworkinga summer jobon anoil rig inTexas. It happened60days after his eighteenth birthday and 25 days after his high-school graduation.” Two years of coma ensued, followed by prolonged rehabilitation; today,33yearsaftertherigaccident,Bush’sbrother,thoughconscious, “cannot walk, cannot talk, has use of only oneofhisarms,suffersfromoccasionalseizures,”andis maintained by “constant supportive living care from an attendant staff”—available only because he has“adequate resources.”

Afewdaysafterhisremarks,BushflewtoGalveston,where the family holds Thanksgiving with his brother, beforecontinuinghometoCalifornia.

“Plan for Influence and Impact”

Otherfellows’motivationsandprojectsbeardifferentemotional weights, but all have benefited from a bundle of educational innovations, now in their

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sixth year of evolution, that have proven anything but characteristic of Harvard. The visitors, neitherregular students nor executive-education enrollees, participate as “fellows” in the Initiative. They spend spring and fall semesters at Harvard, initially takinga course together on “Challenges andOpportunitiesin Advanced Leadership” (COAL) and auditing otherclassesrelevanttotheirinterestsandnascentprojects.Theinitiative,originatinginHarvardBusinessSchool(HBS), also draws professors from the schools ofeducation, government, law, medicine, and public health, plus the Faculty of Arts and Sciences. ALI’scurriculumandpedagogy—includingmultiday“thinktanks” (immersions in the issues of fields such as education or healthcare) and a midyear travel-study experience (last June, a week in Shanghai)—breakthe bounds of conventional courses of study. And the fellows’ colleagues, bydesign, includenotonlypeersfrom prior ALI cohorts (extending back to the first, in 2009) but also their own spouses (during the semesters in residence) and (on excursions) even older children.

The path to Bush’s November 21 presentation, andthose by the other 2013 ALI fellows, can be tracedprecisely to an October 2005 paper titled “MovingHigherEducation to ItsNext Stage.”The threeHBSauthors—RosabethMossKanter,Arbuckle professorof business administration; Rakesh Khurana, thenassociateprofessor,nowBowerprofessorofleadershipdevelopment,masterofCabotHouse,andCollegedean-designate;andNitinNohria,thenChapmanprofessorof business administration and now dean—were,revealingly,fromtheschool’sgeneral-managementandorganizational-behaviorunits(asopposedtofinance,technology-management, entrepreneurship, or other fields).

Their paper is a brisk mash-up of higher-education history (the evolution of universities, graduate education, and beyond); obdurate challenges (globalpoverty, health, education reform, and environmental degradation); and demographics (increasinglongevity, the potential for “third-stage” education for

professionals—beyondcollegeandgraduateschool—who have talent, energy, skills, and active post-career time before retirement). From these vantage points, the authors proposed a new role for teaching and learning in “advanced leadership”—beyond extant options inexecutive education, retraining or vocational retooling, or leisure learning in retirement.

Perhapsmostimportant,inaUniversitythatvalorizeseducating leaders, they defined the term, and their aims, with unusual precision. The advanced leader-learners, they determined, would have to be prepared to address problems that are both technical and political: seemingly intractable issues where known solutions (cures for diseases, food aid) are “mal-distributed,” embedded in complex systems crossing institutional and professional boundaries, and involving diverse stakeholders. For many such problems, research “tends to be oriented toward the technical side, toward specialists’content,andnottowardactionorsystem-change processes that draw on knowledge from special disciplines.” In other words, “[W]e often know moreabout what than how and who.”

Ameliorating “controversial and systemic” problems, they wrote, depends on “new action models…that involve cross-sector collaboration based on cross-profession expertise.” The best chance to build effectivecollaborations, inturn, lay in“anewfieldofpractice…particularly well suited to the capabilities and desires of experienced leaders” who have already proven their capacity to shape organizations andeffectchangeinatleastonerealmandarenoweagerto develop “solutions to significant societal and global problems.”

To that end, the “students” would be exposed to ways of examining problems and solutions from multiple disciplinary perspectives. They would learn how to assess the legal and political context, the better to define a course of action embracing nonprofit, for-profit, and public enterprises as warranted, and involving multiple partners and participants. And

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they would learn to read and use public opinion. The candidates would have to be free from other career obligations, able to plunge into “a school for action,” not merely for intellectual discourse. They would, as a cohort, help each other, and they would focus on a practicalproject: “thedetailedplan for influenceandimpact” on their chosen problem.

As Khurana put it in conversation, he was motivated by a large question: “What is the obligation of theuniversity to society?Whenareuniversities seenasmostlegitimateandthriving?”Hisanswer:whentheyadapt and renew their mission of creating knowledge andtransferringittonewgenerations.Withagenerationof accomplished leaders eager for new challenges that give meaning to their lives, the program he and his colleagues envisioned could strengthen universities and societies at the same time.

“Whatistheobligationoftheuniversitytosociety?”RakeshKhuranaaskedhimself.“Whenareuniversitiesseen as most legitimate and thriving?”In 2005, Kanter, Khurana, and Nohria envisionedthisparadigmastheprospectusforanewSchoolforAdvanced Institutional Leadership. For now, their vision has come to life in the inventive pedagogy and energeticengagementsofHarvard’sALI.

“It Sounds Incredibly Ambitious”

WhereMichaelBush’sefforttostimulateanewmarketfor life-care insurance stems from personal experience, Mark Feinberg’s focus—establishing a partnershiptodevelopHIVtreatmentstomeettheneedsof low-incomecountriesheavilyaffectedbyAIDS—isrootedinhiscareerinacademicmedicine(workingsince1984on basic and clinical research and as a physician caring for HIV-infected individuals); the public sector (theNationalInstitutesofHealth,theInstituteofMedicine,andserviceonboardsincludingtheScientificAdvisoryBoard for the President’s Emergency Plan for AIDSRelief—PEPFAR); and the pharmaceutical industry(most recently as vice president and chief public health

andscienceofficer forMerckVaccines).Heseeks tobridge “untapped opportunities to promote alignment and collaboration” among those sectors toward an urgent end. When he joined the 2012 ALI fellows’cohort,hehadthisproject inmind;as itprogressed,heremainedaffiliatedasaseniorfellowduring2013—one of a handful who devote a second year to pursuing their goals.

Feinberg hopes to “significantly” improve the prospects for “people living in low-income countries heavily affected by AIDS to have access to treatments thatwould be of greatest benefit to them.” That carefully phrased, even bland, description epitomizes hisdeliberately low-key rhetoric, his desire to serve as a facilitator in fraught terrain.

In affluent countries, sophisticated drug “cocktails”of highly efficacious antiretroviral medications insingle,oftenonce-a-day,“fixed-dosecombinations”—complemented by multiple options for those who developdrugresistancetotheirinitialtreatments—aremakingHIVamanageable,chroniccondition.PEPFARand other programs finance therapies for needy nations, but many of these treatments are not widely available inlow-incomecountries.AideffortsaimedattreatingthemaximumnumberofHIVpatientstherehavemadetremendous progress, Feinberg says, but much more mustbedonetomakethemosteffective,convenientcombination treatments the routine standard of care for as many infected people as possible—and tosignificantly increase access to options for those who fail initial therapy. Those patients also need treatment options designed to be most effectively dispensedwhere healthcare systems are inadequate, and to addresstheneedsofspecificHIV-infectedpopulationsdisproportionally common in many low-income countries: pregnant women, infants, and children;individuals co-infected with tuberculosis. Becausethese circumstances are rare in wealthier countries, typical market forces that foster development of new drugformulationsdon’tyieldtreatmentsoptimizedtomeet these special circumstances of the low-income

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countries where most of HIV-infected people live.In other words, this is a classic situation requiring advancedleadership,asALI’sfoundersdefineit.

Feinberg says the innovator companies in fact want to solve the challenges that slow access to optimal antiretroviral regimens for these unmet needs, but cannotdosoindividually.Buttheymightcollaborate,mixing andmatching themost effective compounds,and providing access to their intellectual property to low-cost generic manufacturers to help make the drugs cheaplyandatlargescale.Globalhealthagenciesandexperts on AIDS treatment would help inform thepriority products on which pharmaceutical companies wouldfocustheircollaborations.Donors,foundations,and governments could subsidize development anddeployment of the best therapies.

Feinberg, experienced across these sectors, has been working in concert with pharmaceutical industry colleagues, global health authorities, public-sector AIDS treatment experts, and AIDS treatmentadvocates to explore new models for addressing theseinterconnectedissues.Scoresofparticipants—with different technological, political, and historicalperspectives—have met in diverse forums to see iftheycanagreeon this longer-termdirection forHIVtherapy. Each party would need to engage with others more deeply than has previously been comfortable, or feasible. “It sounds incredibly ambitious,” Feinberg concedes—but success would be hugely positivefor maximizing the reach, impact, and sustainablebenefitsofHIV therapy in low-incomecountriesandperhaps, he hopes “for other important diseases, and maybe even other development challenges, of global relevance.”

Despitedecadesofpreparationforhiscurrentefforts,Feinberg says, it was important to “have the time and encouraging context to work on this” as an ALI fellow. “Themes important to the ALI curriculum—howoneeffectschange,gettingstakeholderstoworktogether, difficult challenges needing new synthetic

approaches”—allresonate.And,hecontinues,sodoesa lesson thatKanter drives home for everyfledglingfellow (it’s known as “Kanter’s Law”): the middle ofanyproject—after the excitingflushof defining theidea and achieving promising early results, but before compelling evidence of success is secure—is thehardest part.

“The Box Isn’t Big Enough”

IntroducingtheALIfinalsymposiumonNovember21,beforethe2013fellowssummarizedtheirprojectsandsolicited comments and support, Kanter (speaking as theinitiative’schairanddirector)remindedthemofthedifferencebetweengreatandadvancedleadership—atheme she had sounded throughout the year. “You don’tjustmanageasingleorganizationornetworkoforganizationstosuccess,”shesaid.“Advancedleaderstake on messy problems that cannot be contained by one profession,onefield,onebusiness,oneorganization.”Those “messy” goals may be ill-defined (how to improve education?) or even conflicting, posing the problemof which paths to pursue—a strategic challenge farharder than most businesses face. “You have to figure out what to do” as a result, she said, aligning “multiple stakeholders,oftendisorganized,whodon’t report toyou”—andwhomaynotwelcomenewcomerstotheiraffairs.Becauseexistinginstitutionsfallshort,shesaid,advanced leadership puts a premium on innovation and changing rigid establishments.

“Think outside the building,” Kanter exhorted the fellows.“Theboxisn’tbigenough.”Resortingtoausefulmetaphor, she concluded, “The difference betweengreat leaders and advanced leaders is the differencebetweenFredAstaireandGingerRogers.FredAstaireled,andwasbeautifultowatch.ButGingerRogerswasthe advanced leader, because she had to do everything he did backwards and in high heels.”

Kanter’s remarks may not sound like an intellectualprospectus, but they are a fair proxy for the fellows’common learning adventure: the challenges and

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opportunities course, COAL. It is meant to equippeople who have been accustomed to success in defined roles—running companies, managing lawfirms, investing assets, leading part of the United Nations—totakeondauntingventuresbackwards,inhigh heels.

Thus, although the form is familiar (weekly discussions based on case studies and other readings), COAL’scontents, cases, and faculty members are radically heterogeneouswhencomparedtoanHBSclassoritsanalog at any of the other professional schools. Three “modules” cover “sectors and institutional strategies,” “behavioral strategies and skills,” and “moving into action”—thelatter,onturningapassionintoapracticalproject.

In the initial unit, Kanter, Khurana, and guest faculty members cover leadership; the distinct roles ofgovernment, businesses, and nonprofit enterprises (with illustrations ranging from a case study on water supply to a New Yorker article on conflictsoverprivatizingthesupplyinBolivia);andlaw,socialmovements, and social change (with ALI faculty memberCharlesJ.OgletreeJr.,Climenkoprofessoroflaw,andreadingsfromAllDeliberateSpeed,hisbookonBrownv.BoardofEducation,pairedwithKanter’swritingonNelsonMandela).AclassonhealthsystemsinvolvesBarryR.Bloom,formerdeanoftheSchoolofPublicHealth,andsessionstouchingoneducationrelyon jointHBS-GraduateSchoolofEducationcasesonschool systems.

During the behavior and skills classes, fellowsencounter varieties of power (hard, soft, smart) with former dean Joseph S. Nye and lecturer in publicpolicy Peter B. Zimmerman of the Kennedy School.Among other guest teachers, Flom professor of law and business Guhan Subramanian, of the law andbusinessschools,andKennedySchoolacademicdeanIrisBohnetjoinKanterandKhuranatoprobecomplexnegotiations and nudges to influence. Professor ofmanagement practice William W. George—former

chiefexecutiveofMedtronic,andmemberof severalboardsofdirectors—reviewsauthenticleadershipandits personal costs. The fellows learn about scaling up social enterprises.

Finally, they receive practical instruction in defining a project and developing its “public narrative” tomobilizeresourcesandsupport.Then,drawingontheirmultidisciplinary faculty and peers (including ALIers from earlier cohorts), the fellows channel everything they have learned and the contacts they have made with diverse instructors from audited classes, aiming to articulate the ideas they hope to enact. Following their summer work on their projects, a two-dayautumn workshop on mobilizing stakeholders andleadingchangeactsasa levertofocustheirprojectsforunveilingjustbeforeThanksgiving.

Giventheaspirationalnatureoftheirproposals,Kantertold the 2013 cohort inNovember, the COAL casesthey read on healthcare in India and American civil rights, on law and education, all turned out to matter: “Familiarity with all of them is essential for advanced leadership,evenifyou’renotexpertineveryone.”

The “Blank-Napkin Stage”

“I’m a recovering investment banker” was RobertM. Whelan Jr.’s self-introduction last April at ALI’seducation think tank—one of the two or three“deep dives” into substantive matters the initiative offers each year. The sessions (open to theHarvardcommunity) depart from the semester model: panels of faculty members, outside experts, and others provide, ineffect,thecontentofafullcourseduringacoupleof days, typically in fields that interest a number of fellows (school reform, healthcare). The participants lastApril ranged fromALI-affiliated facultymembers(Ford Foundation professor of international education FernandoM. Reimers, Kanter, Ogletree, and others),to practitioners (John S.Wilson Jr., M.T.S. ’81, Ed.D.’85, then president-designate ofMorehouse College;see “Morehouse Man, Redux,” November-December

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2013,page72),toWhelanhimself,anALIalumnus.Hisproject,onfinancingstudents’collegeattendance,hadmadehima“revolutionary”onthesubject,hesaid.

After a career financing start-up companies “from the blank-napkinstage,”WhelanwasattractedtoALI,itselfa start-up enterprise, and became a fellow in the initial class of 2009. “The beauty of this program is that it gives people the opportunity to figure out what their next chapter is, in a fairly structured way, but within an unstructuredenvironment,”herecalledlastspring.“It’san opportunity to think the big thought and yack the big yack.” Through service on private-school boards, and his own children’s college bills, he had becomeincreasingly aware of rising tuition and “who gets pushedofftheedge”asaresult.Healsoreflectedthatas a first-generation college student, he had been able toattendDartmouthdebt-free“becauseofmyparents’bigsacrifices.”(HelaterearnedanM.B.A.atStanford.)

As he took courses on managing nonprofit institutions and discussed education with a “highly numerate” formerbusinesscolleague,Whelansaid,atrulyblank-napkin idea emerged. Focusing on low-income learners from low-wealth families (net worths of $5,000 to $10,000), he found troubling circumstances: many first-generation students who lack role models, many for whom English is a second language, some who are undocumented and so cannot access funds. These students, frequently older than typical undergraduates, must often shoulder work and family obligations, too. (“Dealingwithsomanythingsunrelatedtoeducationit’sawondertheyevenwanttogetaneducation,”hesaid.) All these students “have a pilot light” waiting to be lit,Whelansaid.Buthediscoveredatoxiccombinationinashakyjobmarket:pervasivefinancialilliteracyandonerouslevelsofcollegedebt(approaching$30,000onaverage), even among students enrolled principally at community colleges, vocational-technical institutions, andsmallliberal-artsorchurch-affiliatedinstitutions.

Atop all the other odds such students face, the financingsystemisstackedagainstthem.Studentloans

are a profitable, trillion-dollar business. Institutions without aid resources have a strong incentive to enrollpeople—andlittlereasoneventocounselthemabout the postgraduate burden of making fixed debt-service payments. There are, in other words, powerful stakeholders supporting a status quo in which students bear all the risk.

SoWhelan aims at nothing less than “very systemicchange.” After several years of work modeling the finances, devising a legally workable “human-capital contract,” and beginning a public discussion on education as an investment to be financed by its returns, his initiative, 13thAvenue Funding, aims tojettison the student-debtparadigm. Instead, itwoulddraw on philanthropic or institutional capital; makegrants to students; and replenish those funds fromtheirfutureearnings—inapilot,5percentofannualincomeabove$18,000,forasetnumberofyears.Thatis the way Australians finance college; it has beendebated in the Oregon legislature (which has not yet appropriated the billions needed to fund a program up front); and economists across the spectrum supportthe rationale.

Thoughnolongerablanknapkin,Whelan’senterpriseremains experimental. Foundations have been wary about advancing capital. The schools where the need isgreatestlackresources.Soheandhispartnershavesecured private funds to pilot the program with small groupsofstudents.Inthefuture,13thAvenueFundingmaywellbeseenastheseedofamajoradvanceoverthe present system. But for now, the organization issomewhere under the sway of Kanter’s Law, at themidpoint between germination and operating at scale.

Nonetheless,Whelan has found the next chapter inhislife’swork.Heandhispartnersproselytizeactivelyabout their idea’s clear superiority to the debt anddefaults that today stand in the way of many seeking highereducation—precisely the sortofproblemALIhopes its fellows will address anew. And his experience serves as an example for successor fellows, suggesting

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how far their missions can take them, and cautioning about the difficulty of their new work. Whelan’sexperience serves as an example for successor fellows, suggestinghowfartheirmissionscantakethem—andcautioningaboutthedifficultyoftheirnewwork.

“Moments of Truth”

Whelan’s teaching role atALI’s education think tankpoints in a small way to the most distinctive feature of its pedagogy: its omnidirectional nature. It does have an intellectual architecture, derived from HBS andKennedySchoolresearchonleadershipandmanagingchange, and embedded in the COAL course on corecompetencies. (As Kanter puts it, “You lose sight of thewateryou’reinifyou’reafish.Theonethingthatgetsleadersintotroublemostisnotseeingthe[larger]context”—hencetheintroductiontodiversesectors,modesofaction,andstakeholdersthroughCOALandthe think tanks.)

But in practice, ALI is amultifaceted and -tentacledentity. In duration, it is like an academic year (although scheduled during a calendar year, to fit participants’lives), but it is not connected to any degree studies. The fellows often resemble registrants in executive-education classes, but those typically last only a week ortwo,andfocusonaspecificskillorsubject.Abetteranalogy for the ALI fellows auditing classes around Harvard might be the Nieman Fellows, journaliststaking a year of courses they choose to assemble.

The educational result is unlike anything else on campus—farbeyondother interdisciplinary researchcollaborations.Khurana, a junior professorwhen thefellowship was conceived, had no idea then that he wouldbeaHousemaster,bridgingthefreeformlivesof undergraduates and the more controlled studies of M.B.A.candidatesandtheir famouslyplanned,vettedHBS case curriculum—or that he would have ALIfellowslivinginCabotHouseandinteractingwithitsresidents. The fellows “are phenomenal role models,” hesaid,giving“clever”Collegestudentsdirectaccess

to “wise” adults whose perspectives provide “moments oftruth.”Inaword,hesaid,“ItiswhattheHousewasmeant for.”

The interactions extend to classes, where the intersections of undergraduates, graduate students, and auditing adult fellows amount to a new kind of diversity “on a dimension of life experiences,” Khurana continued. In these teaching moments, “The fellows are the content.” (Pforzheimer professor of teachingandlearningRichardJ.Light,whoisnotaffiliatedwithALI,reportsthatwhen2013fellowWilliamA.Plapingeraudited a course on higher education, he became an invaluable resource for its master’s degree students;Plapinger, who led Sullivan & Cromwell’s Europeanlegal practice, chairs Vassar’s board of trustees, andcould provide vivid insights into the decisions trustees face.) The fellows also teach each other, in part by sharing ideasorevencollaboratingontheirprojects:PlapingerandCristiánShea,aninvestmentexecutivefromChile, combined forces toworkonfinancial aidfor international students enrolling in U.S. collegesand universities. Undergraduates, graduate students, and auditing adult fellows intersect in classes, creating a new kind of diversity “on a dimension of life experiences.” In these teaching moments, “The fellows are the content.”

They also teach their teachers. Khurana said it had beenrevealingtoobserveatclosehandthedifferentapproaches and “habits of mind” of fellows who are lawyers (focused on the “cleanliness of the idea,” and able to advocate either side), physicians (struggling to reconcile professional norms, patient care, and the health bureaucracy), and business people (pragmatists who focus on “the workability of the idea, not necessarilyitselegance”).HecameawaywithacentrallessonforALI itself: “Beingproblem-driven, itdoesn’treally matter where the tools are coming from so long as they help us illuminate something” requiring action. Giventheinitiative’sdistinctiveaims,Kanterhasevendrawnupon fellows’work to craft nine and countingHBS teaching cases, used in autumn sessionswhere

8

thecurrentcohortrefinetheirprojects.

Outside the class setting, Khurana cited examples of fellows who have mentored graduate students, enlisted undergraduates in executing their projects, or—inthe case of a former food-retailing executive—madecontacts for M.B.A. students seeking work in thesustainable-foods industry.

Whatmakesallthispossible,ofcourse,isthefellowsthemselves. They are highly accomplished—andhighlymotivatedtobeatHarvard(mostpaytheirownway, theequivalentofa fullyearat theCollege,plusliving and travel expenses during the year).

Still, these elements constitute a lot of energiesand intentions to tie together in one program. And there, in assembling ALI by working her contacts, Kanter made her own luck. Although he had not been involved in early planning for the initiative, she askedseniorlectureroneducationJamesP.Honantosit in on a conversation, to draw on his teaching and research in nonprofit management, in measurement of organizations’ performance, and in higher education(in both degree programs and executive-education courses). With that, she attracted one of Harvard’sclassroom masters—a teacher who melds diversepeople and interests, making connections that lead to cooperative learning.

Honan, now an ALI co-chair and senior associatedirector, teaches extensively in COAL—he said hefound the fellows arrive with “a lot of professional and personal experiences,” making them deep, broad, quick learners whose expertise he aims to “honor.” He isheavilyinvolvedeachMayinhelpingthempreparebriefprojectproposals(astatementoftheproblem,whoisworking on it, the gaps they see, the stakeholders, how to proceed), and then convene in small work groups to refine their statements.

A week later, in what may be ALI’s most definingpedagogical moment, Honan runs the annual “cross-

cohort exchange.” The fellows hang up their “shingles” (visual representations of their projects) and solicitcomment, share their written proposals, and wait nervously for peers and alumni fellows to sign on, using that highest of high-tech devices, the Post-it®. Thenotes indicate that another person wants to learn more aboutaproject,orcanhelpadvanceit,orboth.Honan,somehow, calls on people from throughout the room, bringingtobearona2013fellow’sproposalforclimate-change action or education reform the expertise of a 2009 fellow and the experiences of someone from the 2011cohort,andgroupingthembyinterestandaffinityfor concentrated brainstorming sessions—all in realtime.Atthefellows’momentofmaximumvulnerability,he connects them with others who have been there, makestheirprojectsreal,setsthemupforasummerof focused work on developing their ideas. In so doing, he makes the ALI enterprise a continuous, multiyear community of learners and doers. For all the informal connectionsthatariseduringtheyear,Honansaid,thecross-cohort exchange is the formal way ALI “deploys the cadre of advanced leaders over a period of time,” in a way degree programs and executive-education classes cannot.

When the fellows reconvene in the fall, it is Honanwholeadstheminsharpeningtheirprojects,andthendirects the November capstone experience wherethey present the refined plans. “Not all of them,” hesaid, “but many of them will make that transition and get engaged” in solving large social problems.

Along the way, Khurana said, the intergenerational experiencesthefellowsbringto,andmodelfor,Harvardcontribute to a new kind of diversity, “on a dimension of life experiences,” that might well be built into much ofwhattheCollegeandprofessionalschoolsdo.Thefellows he has met, he said, are idealistic about pursuing new ventures, and understand that the University context is an ideal setting for the proverbial spreading ofwings—exactlytheattitudeateachermighthopeforinanylearner.“I’mexcitedtoseethefellowsmakethat transition,” he said, “and get engaged in trying to

9

develop solutions to large social problems.”

“A Place Where Dreams Can Be Realized”

Early each summer, ALI fellows have the option of joining a learning experience with faculty membersoff campus—sometimes internationally, to broadentheirprojectperspectivesandreflecttheinternationalhomes and interests of many of their peers themselves. Last June, during an immersion week in Shanghai,several dozen fellows, from various cohorts (manyaccompanied by family members), learned about Chinese business and the country’s energy andenvironmental challenges. They took in panels on local intellectual-property law (led by CharlesOgletree), enterprises and entrepreneurship (directed by Rosabeth Kanter), and health and a promisingexperiment with patient-focused electronic medical records(ledbyBarryBloom).

Thehighlight of the trip—amidweek day outing toKunshan, a city of some two million people between Shanghai and Suzhou—combined substance witha subtext applicable to the fellows’ own aspirations.Thirty years ago, the area was farmland: mulberry trees. But in 2011, among myriad other products,workers in Kunshan factories assembled 89 millionlaptop computers, 40 percent of the world’s supply.EvenbythestandardsoftheburgeoningYangtzeRiverdelta, the city is an extraordinary economic success, ashowcaseforChina’soxymoronicCommunistParty-led, market-style growth. That status is captured in anHBScase,“Kunshan, Incorporated:TheMakingofChina’s Richest Town,” jointly written byWilliam C.Kirby,ChangprofessorofChinastudiesandSpanglerFamilyprofessorofbusinessadministration,andNoraBynum, vice provost for Duke Kunshan University(DKU)—theinstitutionDukeanditsChinesepartner,WuhanUniversity,willopenforstudentsthisautumn.

AprincipalinthecaseisGuanAiguo,thelocalPartysecretary,whodirectshiscity’scontinuingevolutionfrom simple manufacturing to high-tech assembly

now and toward a future of value-added, knowledge-based industry, symbolized by the new 200-acreDKU campus the government is funding. Duringan afternoon briefing in a conference room at the TsinghuaSciencePark,accompaniedbyapanelofsixlocalCEOs(hecalledthem“mypartners”),GuanrosetoaddressthedelegationofCrimsonvisitors,capitalistsall.Hepromptlyestablishedhimselfastheur-capitalistpresent, extolling Kunshan as “a place where dreams can be realized” and sketching a vision of trainedworkers,efficientfinancialmarkets,andinfrastructurethat would “create a paradise for entrepreneurs” to rival Cupertino—headquarters for Apple Inc., in SiliconValley.

Kirby’s case study describes Guan, working withinthe world’s vastest hierarchy, as an “entrepreneurialbureaucrat.” Kunshan’s leader might well recognizeALI’sHarvardleadersaskindredspirits.

Then, in an exercise that would astonish an American local-government official struggling to fund hercity’s pension plan or sort out demands for, say,new street lights, Guan propounded a sweepingstrategy—buttressedbymanagementconsultantsandbacked with data—for his town’s future progress. Itenvisions investing inDKUandother internationallyoriented institutions of higher education; raisingcommunityhealthstandards;providinghomecareforretirees; building cultural and leisure facilities, andgreener transportation; and relentlessly raising thetownspeople’s skills, preparing them for higher-valueemployment and thus raising incomes many-fold in the yearstocome.Keepinghimselffirmlygrounded,Guaninvited critiques of the plan by e-mail, and referred to the HBS case study as a source for sharpeningKunshan’svision.It’sbeenalongtimesincetheeraofMao’sLittleRedBook.

Guansurelyworkswithresources—power,finances—farbeyondthoseexploredinthedifferent“sectors”inALI’scurriculum.Butthepropulsiveforceofthestrategyhe laid out, its results to date, and its momentum made

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MichaelBush’splan forpost-catastrophe life care,orMark Feinberg’s emerging HIV-therapy collaborative,orRobertWhelan’sideaforupendingstudentfinancingseemnotsofaroverthehorizonafterall.

Copyright © 2014 Harvard Magazine Inc.

This article originally apearred in the magazine’s March-April 2014 issue (116:4; 38-46).

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ByRebeccaKnightPublished:May12,2013

RosabethMossKanterdoesn’tusethe“R”word.Asthechair and director of HarvardUniversity’s AdvancedLeadership Initiative, a university-wide programme that shepherds successful seasoned professionals from their income-earning years to work on public serviceprojects,ProfKanterbelievestheverynotionof“retirement”–tothisgroupofindividualsatleast–inspires mild antipathy.

“Wetalkabouttransitioning,”shesays.“Weneverusethe‘R’word.Neverever.”

And besides, the year-long programme is hardly a way to ease into the golden years. Upon arrival, fellows take ademanding“corecourse”ledbystarHarvardfaculty.They mentor students and participate in think-tanks –campus-widesummitson topics fromeducation tohealthcare.Theytakeaguidedfieldimmersiontrip–thisyearitistoShanghai.Thentheyplanalong-termproject to tackleabig social issue.Thismightmeanstarting a foundation or social enterprise, building a campaign for a cause or writing a book.

“Wedon’texpectthemtoknowwhattheywanttodobefore they come here, and if they do come knowing, we expect them to change their mind a few times or broaden their view of what it might be,” she says.

Theprogramme’sgoalis“toemployaleadershipforcethatcanthinkdifferentlyaboutseeminglyintractablecommunity, national, global problems and bring innovative solutions”, says Prof Kanter. “We are nothere to change them. We consider them all leaders[before theystart].But thevery factofbeing in this

environment starts changing people. People refer tothisas‘transformational’.”

Theprogramme is in itsfifth year.Harvarddoesnotspecify exact criteria for qualification, but implies that fellows have 20-25 years of leadership experience “with a track record of accomplishment”. They must be “motivatedtomakeadifferenceforcommunitiesandthe world”.

ShecitesDougRauch,theformerpresidentofTraderJoe’s,theupmarketsupermarketchain,asanexample.Rauch, a fellow in 2010, started the Urban FoodInitiative, a grocer that sells meals made with food that is edible but past its sell-by date to low-income customersinBoston.“He’snottryingtohavejustone[store].He’stryingtocreateanationalmodel,”shesays.“We think there is anuntapped leadership forced towork on problems that by definition do not fall into the slotswe’vegot.Healthisnotthehospital.Educationisnotonlytheschool,andthecityisnotCityHall.”

ProfKanter,whois70,ispetitewithwispyblondehair.AnativeoftheMidwest,sheispersonable,talkswithher hands and has an easy laugh.

She is the author or co-author of 18 books, fromacademic tomes to business best sellers. She earnedher doctorate in sociology from the University of Michigan,hasreceived23honorarydoctoratesandisoftenonlistsoftheworld’smostpowerfulwomen.

Prof Kanter is disarmingly articulate. Her speech ispepperedwithluciddigressions:justwhenyouthinkshe has gone off topic for good, she miraculouslymanages to tie the various threads of conversation together. “I am a systems person,” she says by way of

THE FINANCIAL TIMES

Interview: Rosabeth Moss Kanter

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explanation.

She says two demographic changes over the pastcentury–theriseofwomenintheworkforceandtherevolution in healthcare that has increased longevity –haveaccentuatedtheneedfor life-long learningatwork.

Yettheworkplacehasnotadjusted,shesays.“Wearenowatapointwherewearebetweenmodels.Wehavenot changed the underlying assumptions about how we organise work to fit either of those changes,” she says.

“Wehavealargepooloftalentedandeducatedwomenand yet workplaces haven’t necessarily changed toaccommodatetherealityoftheirlives.That’sanissue.[Atthesametime]theargumentsgooninFranceabout[changing the retirement age to] 60, 62 or 65.TheymakeahugedifferencetotheTreasury,butallthosenumbers are ridiculous because many people are most likely going to live well into their 90s. I think this is a momentwherethereisaconfluenceofalotofforces.”That is why there is a need for more programmes like theAdvancedLeadershipInitiative,shesays.Naturally,Harvard can do many things other schools cannot.(Harvardisthewealthiestuniversityintheworld,withanendowmentof$32bn.)

Still,ProfKanterinsistsothercollegesanduniversitiescanandshouldstartsimilarprogrammes.Any“Big10”USuniversity could do this, she says, as could stateuniversity systems that have a range of professional schools.

It is not the brand-name Harvard professors thatmake this programme so distinctive; rather, it is itsinterdisciplinary nature.

“Thebreakthrough in thinking is thatwe’rebridgingschools and disciplines,” she says. “You could even do this within liberal arts by connecting economics, politics, sociology, and psychology with the sciences.”

ShesuggestsmodelssuchasBillClintonandBillGates– powerful men who started foundations as secondcareers.“IfyouaretheBills–ClintonandGates–youcanjustdoit.ButwhatifyouaspiretoalittlepartofwhattheGatesFoundationandtheClintonFoundationare doing? There are no established pathways.”

© Financial Times Ltd

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byJennaRussellandJennAbelsonPublished:February26,2013

DougRauch,theformerpresidentofTraderJoe’swhomade millions of dollars marketing cheap but chic groceries across America, plans to sell meals prepared with food that is edible but has passed its sell-by date tolow-incomeconsumersinBoston.

Rauchsaidheknowstheconceptmayatfirstsoundunpalatable, maybe even objectionable, but he’sconvinced that his Urban Food Initiative has merit. Theideaistotakefood“waste”—perishablesat,near,or past their expiration date that supermarkets throw outdaily—andturnitintohealthymealspricedlikeaMcDonald’sBigMac.Rauchcomparesthenonprofit’smissiontotheworkofGoodwill,whichresellsdonatedclothingataffordableprices.

Rauch, who is negotiating to open a 10,000-square-footstoreinabuildingownedbytheCodmanSquareHealth Center in Dorchester, said the Urban FoodInitiative emerged from his research into hunger while studyingasafellowatHarvardUniversity’sAdvancedLeadership Initiative from 2010 to 2012.

Although most people have access to enough food, he said, many inexpensive meals are unhealthy, contributing to obesity, diabetes, and other medical conditions that have reached epidemic proportions.

“The number-one leading problem is affordablenutrition,”saidRauch,whoworkedfor31yearsattheCalifornia-based Trader Joe’s grocery chain until heretiredin2008.“Forthe50millionAmericanswhoare

foodinsecure,theirsolutionisnotafullstomach.It’sahealthy meal.”

The store would sell takeout items such as soups, salads, stews, casseroles, and wraps that are low in fat andhighinnutrients,accordingtoRauch.Thespacewould also feature a teaching kitchen where people can learn to cook quick, healthy meals. In addition, the shop would sell packaged chopped vegetables and offermilkatorpastitssell-bydateforaslowas$1agallon—apricethatmakesitcompetitivewithsoda.

Rauchisfundingtheprojectwithhisownmoney—hewon’t say howmuch— and is in the process ofreceivingabout$400,000fromvariousorganizations,includingtheBostonFoundationandBlueCrossBlueShield. He is also seeking to raise additional funds.So far, Rauchhas a volunteer board of directors andis starting to hire for the store, which he expects will eventually employ 75 to 100 people.

TheDorchester sitewould serve as a testmodel forthe Urban Food Initiative, which he wants to replicate acrossthecountry.RauchsaidheselectedDorchesterbecause it is one of several Boston neighborhoodsunderserved by grocery chains and has welcomed innovative food ideas such as community gardens and farmers markets.

The issue of food waste has attracted more attention following alarming estimates of global population growth and concerns about the ability to produce enoughnutritionalfood.Rauchandotherssayonewayto tackle the problem is to reclaim some of the roughly $47billionworthoffoodthatsupermarketsthrowout

THE BOSTON GLOBE

Putting Expired Foods to Healthy UseEx-Trader Joe’s head aims to fight poor nutrition, waste by creating meals for low-income customers

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each year, much of it edible. That amounts to roughly 10 percent of the total food supply at the retail level, according to industry estimates.Curbing waste in supermarkets is particularlyimportant,saidGawainKripke,policydirectorfortheantipovertyorganizationOxfamAmerica.“Thisisthepinnacle of the food supply, where food already has a massive investment in it,” Kripke said. “Labor, energy, and transportation costs are all embedded in it, so beingefficientatthatleveliscritical....Losingfoodwhenit’sreadytoeatisatragedy.”

Buttosucceed,theUrbanFoodInitiativewillhavetodeal with what is likely to be a common reaction to the idea:It’speddlingunwantedfoodtopoorpeople.

JoseAlvarez,who servedaspresidentof theStop&Shopsupermarketchainfrom2006through2008andis an Urban Food Initiative board member, said the organizationdoesnotwantcustomerstothink,“Hey,I’mgoingtobeeatingtherichman’sgarbage.”

Alvarezsaidtheorganizationneedstogetoutasimpleand pointed message: “You could have bought this yesterdayatWholeFoodsorStop&Shopfor$2andtodayyoucangetitatDoug’sstorefora$1or50centsandit’sperfectlyfine.”

Todothat,RauchhasstartedholdingfocusgroupswithDorchester residents and meeting with communityleaders.

Somepeople,likeKikiCarter,33,astylistatKetta’sHairSalon and self-described neighborhood entrepreneur,reject theconcept, sayingDorchesterdoesnotneedfood other people consider undesirable.

“Wedon’twantit,”Cartersaidoftheproposedstore.“Whywouldwe?”

ButBenCressy,aneighborhoodorganizerinCodmanSquare,saidheisopentotheidea.

“I’mnotsureifpeoplewouldperceiveitasaninsult,”Cressy said. “If it’s surplus and it’s usable, I’d ratherhave it in the hands of people who can use it than see it go in the trash.”UnderMassachusettslaw,merchantscansell“expired”food as long it is “wholesome” and still aesthetically pleasing,meaningthefoodsmellsandtastesgood.Suchitems must be clearly marked and shelved separately fromunexpiredproducts.Currently,thataccountsforatiny fraction of supermarket sales, but that could soon change. New rules proposed by the MassachusettsDepartment of Environmental Protection would bancommercial food waste from state landfills, requiring supermarkets and other institutions to find ways to divert organic waste elsewhere.

The culture of US supermarkets is a major obstacleto making better use of past-date food, according to Alvarez.Consumershavecometoexpectlargedisplaysof gorgeous fruits and vegetables, requiring grocers to stock far more produce than they can possibly sell.

One recent food waste study estimated that USsupermarketsonaveragediscard$2,300worthofout-of-datefoodperstoreeveryday.Manypullitemstwoor three days before their sell-by dates, according to a report by the Natural Resources Defense Council,a nonprofit environmental group in New York. Sell-by dates are not set by law, but by manufacturers themselves, and are generally conservative.

“Every apple in the store has to be perfect, and that drivestheentiresupplychain,”saidAlvarez,whoworksasaseniorlecturerattheHarvardBusinessSchoolandwroteacasestudyonRauch’sproject.

But when lettuce begins to wilt or bananas developbrown spots, there is no dependable way to quickly get thestill-ediblebutnotperfectfoodofftheshelvesandintothehomesofthoseinneed.TheGreaterBostonFoodBank,forexample,relieslargelyonvolunteersandthemajorityof itsproductsarenonperishable items,such as canned goods, collected from distribution

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centers.Theorganizationhas increased its focusonproduce,butitaccountedforjust25percentofthe41million pounds of food distributed in the past year.

TransportingfoodtotheDorchesterstoredailywillbeexpensive:Rauchestimateditwillcostabout$300,000annually—orabout8percentofprojectedsales.

The Urban Food Initiative is one of several ongoing efforts aimedat improving access tohealthy food inBoston,includingacampaigntobuildanewfoodco-opinDorchesterandanonprofitcaferecentlyopenedby Panera Bread in Boston where customers leavesuggested donations instead of paying set prices.

“It’sanintriguingidea,”CatherineD’Amato,presidentoftheGreaterBostonFoodBank,saidoftheUrbanFoodInitiative. “And it’s interesting to see entrepreneurswho have traditionally worked in the profit side looking at the nonprofit side to create models for food sustainability.”

Leaders at Codman SquareHealth Center agreed totalkwithRauchaboutopeningastoreontheirpropertybecause they consider it compatible with healthy-food initiativestheyalreadyrun,accordingtothecenter’sAnthonyStankiewicz.

DoctorsatCodmanwrite“prescriptions”patientscanuse to buy fruits and vegetables at a local farmer’smarket,andthroughapartnershipwithHealthworks,the health center operates a low-cost gym in its buildingat450WashingtonSt., thesamesitewhereRauchwantstoopenhisstore.

“Wetakeaprettyholisticviewofhealth,andDoug’sidea fits in with that,” Stankiewicz said. “We’re in afood desert here, without healthy options, and this is an opportunity to help address that issue.”

GailLatimore,executivedirectoroftheCodmanSquareNeighborhoodDevelopmentCorp., said the proposalcould provide an option missing in the neighborhood:

wholesome prepared meals, available to go. But sheacknowledged there is “a little tension in some areas of the community” over the question of using food past its sell-by date.

“ItmadesensetomebasedonwhatIheard;there’salotof interest now in getting total use of food,” Latimore said, “but we want the community to speak on this.”

From the Boston Globe, 2/26/13 © 2013 Boston Globe. All rights reserved. Used by permission and protected by the Copyright Laws of the United States. The printing, copying, redistribution, or retransmission of this Content without express written permission is prohibited.

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ByAricPressPublished:March28,2012

RecentlyI’vespenttimewithseveralgroupsofhappybig firm partners. They talk about their fulfilling work, grateful clients, and collaborative colleagues. They saytheycan’twaittostarttheirnextproject.Mostly,theysmile.SeveralI’veknownforyears:Ican’thelpbutnotice how relaxed-and energized-they appear. Is itsomething in thewater?Have thenewmedskickedin? Am I imagining things? No. I’mmeeting lawyerswho have started second careers.

I’ve seen themon campus atHarvard,where they’reinvolved in a remarkable new leadership program, and I’ve seen them at the International Senior LawyersProject,asplendiddecade-oldeffortaimedatsendinglawyers abroad on a variety of volunteer public service missions. (Full disclosure: Until a month ago, my wife was IS LP’s executive director. Given the inherentconflicts,Ineverwroteaboutitswork.WhatIaddresshere is otherwise publicly available.)

Both these programs - the Advanced LeadershipInitiativeatHarvardUniversityandISLP-addressthenext great demographic bomb, the retirement of the baby boom generation.We’ve touched on this issuebefore:OurformercontributingeditorMarcGalanter,the insightful University ofWisconsin law professor,wroteaboutitmorethanadecadeago[“TheGrayingof the Bar,” June 2000]. (For a helpful recent reviewoftheissue,seeDeborahRhode’s2011paperfortheABA’s Center for Professional Responsibility, “SeniorLawyersServingPublicInterests.”)

Think of it this way: For lawyers and their law firms, this may be the single greatest departure of lawmaking talentsinceMoseswalkedupMountNebotoseethePromised Land and die. How this Great Leaving ishandled and managed will mark the profession and the nation, for good or ill.

Thegoodisprettyobvious.‘’Thereisrealsatisfactionin doing what you have done all your career, but this timeonthesideoftheangels,”JeffreyWood,aretiredDebevoise&Plimptonpartner,toldapackedroomatISLP’stenthanniversarygala.Sinceheretired,WoodhadbeenakeymemberofateamhelpingLiberia’snewgovernment negotiate contracts with multinationals for access to the nation’s resources. IndependentmonitoringgroupshavecreditedWoodandprobonocolleagues from Hogan Lovells with getting better,more transparent deals than earlier, corrupt regimes had commanded.

AtHarvard,“theideaistoproducepeoplewhocanhavean impact on society, who can imagine solutions to big problems in a big way,” says business school professor Rosabeth Kanter. She and colleagues from schoolsaroundthefamouslyatomizedcampusbringtogethertwodozenfellowsforayearofmultidisciplinaryclassesand seminars. They expect fellows to draft, defend, and refine a big idea with their group, and to leave with a plan.

ForHarveyFreishtat,theretiredchairofMcDermottWill&Emery,thathasmeantbuildingonaprominenthealth care practice to help create a nonprofit to tackle end-of-lifemedical issues. For Paul Irving, theretiredchairatManatt,Phelps&Phillips,theprogram

THE AMERICAN LAWYER

Happily Ever After

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led to his becoming the chief operating officer attheMilken Institute, an economic policy think tank.Robert Saudek, fromMorris,Manning&Martin, hasjoinedanaffordableenergyprojectinAfrica.“Insomeways,” says Freishtat, “you get taken back to some of the reasons-and hopes-you had when you chose your career.Iwantedtobealawyertohelpmakeadifferenceforpeopleandthegreatersociety.Someofthatyougetaccomplished along the way, but this, this is the full dose.Thisgoesbacktoyourroots.There’sajoytoit.”

There is great opportunity here for law firms. Obviously,mostpartnerswill eventuallyhave to leave.Buthowthey leave and the support they’re given-and canreciprocate- after they’re gone will say a good dealabout a firm’s real culture. Firms can provide officespace, malpractice insurance, and general support for cases and causes. They might want to revive the tradition of keeping around a few old hands to serve asmentorsandculturecarriers.Therearedozensofvariations. Will this departure be a race for the icefloes,oraconsideredandconsiderateviewofasecondprofessionallife?Doyouwanttomodelforyourjuniorshowyou’dliketobetreated-orwillyouassumethey’llall be gone before you get old? Up to you.

Reprinted with permission from the April 2012 edition of The American Lawyer ©2012 ALM Properties, Inc. All rights reserved. Further duplication without permission is prohibited.

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ByRosabethMossKanterPublished:September–October2011

Between 2011 and 2036, Harvard’s river-spanningcampus in Cambridge and Allston became amagnetformatureprofessionals.Itofferedauniqueadvantagenot available online: access to idea exchange and connections across the whole University, including multigenerational dialogue and interdisciplinary, problem-solving education. Harvardwas known as apioneer in later-stage education.

Onatypicaldayin2036,undergraduatesmingledwithformerCEOs,financiers,militarygenerals, attorneysgeneral, medical leaders, and all the others enrolled asfellowsintheAdvancedLeadershipInstitute.Priorto this innovation, lifelong learning had been much discussed but rarely implemented at Harvard. Thereweremid-careerprograms;shortexecutive-educationprogramsatmany schools; and adhocopportunitiesfor a few late-learners to enroll in degree programs. Mostoftheseeffortswereextensionsofprofessionaleducation.Forpeoplefinishingtheircareers,Harvardoffered some informal peer-learning activities withnoparticularfocus.ButnoprogramofferedaccesstotheentireHarvardcoursecatalog,orpreparedthoselater in life to take their experience to a new realm and tackle the problems of society. The Advanced Leadership Initiative, which had started with its first cohortin2009,wasanefforttofillthevoidbydrawingoncollaborationsamong faculty fromallofHarvard’sschools.

Thefellowscametocampustocreateprojectstoensurepublicgoodssuchassufficientglobalsuppliesofhigh-

quality education, healthcare access, and economicopportunity. The undergraduates brought fresh ideas that combined with their elders’ wisdom-fromexperience, with help from faculty experts.

Gainingcredentialsinadvancedleadershiphadbecomean increasing obligation for those who reached the pinnacleoftheirprofessions.Startingin2005,Harvardfaculty across the professional schools had promoted the idea that accomplished leaders would define their legaciesbythedifferencetheymadeintheworldaftercompletingtheirmaincareers,throughaboldproject,in collaboration with faculty and students (some of whommightbetheirowngrandchildren)—makingthetransition from good leader to advanced leader through one or two years of study. The fellows would come toHarvard as learners andmentors, ready to absorband use the latest knowledge, sometimes returning to earlier interests they had abandoned while pursuing a professional degree and a tidy income. They would launch projects, sometimes through Harvard’s newInnovation Lab, and remain connected to a network thatwouldmultiplytheprojects’impact.

This new stage of “even higher” education responded to a demographic revolution begun in the twentieth century,whenlifeexpectancydoubled.Harvard,amongthe institutions that helped create that revolution through science that improved health, was certainly thefirsttoseizetheopportunitycreatedbylongevityto invent a new kind of higher education and a new area of professional practice.

In fact, the numerous conferences and think tanks focused on applying leadership to world problems

HARVARD MAGAZINE

“Even Higher” EducationHarvard’s future will include an emphasis on learning by many kinds of students, who attend throughout the life cycle.

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helped save the campus concept in the early years of the global information age, when the demand for higher education grew throughout the developing world, and the virtual university threatened to overtake the physical variety. By 2036, due to Harvard’s plungeinto a new stage and new forms of higher education, the University had overtaken such 2011 mainstays asDavos andAspen as a site for convening its owndispersed multigenerational learners and the world’sbestthinkersanddoers.CambridgeandBostonwerelikethemothership—astagingareaforworkaroundthe world, a place to integrate diverse strands of knowledge from active projects. They were also thesite of learning laboratories such as model pre-school through secondary schools and incubators for business and social ventures that spanned the globe.

From its 375th to its 400th anniversary, Harvardcontinued to attract the best scholars and researchers because its educational programs were directed at the biggest, most significant problems, tapped the creativity of every generation, and spanned the life cycle: liberal-arts education, professional preparation, mid-career refreshers, and the innovative plunge into late-stage transitioning to advanced leadership.

Copyright © 2011 Rosabeth Moss Kanter. Reprinted with permission.All rights reserved.

This article originally appeared in the September-October 2011 issue of Harvard Magazine (114:1; 86f).

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ByAmrita JayakumarPublished:June15,2011

Seeking to spur innovation in social and businessinstitutions, Harvard University brought togetherSouth Florida community and academic leadersWednesday for thekickoffofa three-daysymposiumattheUniversityofMiami.

“Everyonewantsinnovation;it’slikemotherhoodandapple pie, no one’s against it,” said Rakesh Khurana,a professor at the Harvard Business School whomoderatedoneoftheday’sdiscussion.

The bigger issue, agreed panelists, is how to achieve it.

“Oneperson’sinnovationisanotherperson’sdisruption,’’said Rosabeth Moss Kanter, business professor anddirectoroftheHarvardAdvancedLeadershipInitiative,whichorganizedtheseminar.

The Initiative is designed to engage successful professionals in addressing national and global challenges across multiple disciplines – includingmedicine, law, government and education – throughpublic service.

Thisweek’ssymposiumistheInitiative’sfirstoutsideofHarvard.Miami’swaschosenforitsuniquepositionas a global city and core for Latin America and the Caribbean,saidKanter.

“This is a rare combination of a hub and an internationalcapital with a multi-ethnic backdrop” - a worthy experience for the Harvard-based participants.“ Wealso wanted to give something back to the community and encourage colleges to do something of their own

like this.”

Over the three days, panelists and attendees will explore how to create high impact programs in public health, education and civic engagement. SpeakersWednesdayincludedCharlesOgletreeoftheHarvardLawSchool,BarryBloomofHarvard’sSchoolofPublicHealth,JamesHonanofHarvard’sKennedySchoolofGovernment, along with South Floridians ModestoMaidique,pastpresidentofFIU,Miami-DadeCollegePresident Eduardo Padron and Teresa Valdes-FauliWeintraub, President and CE O of Fiduciary TrustInternationaloftheSouth.

FormerMiamiMayorMannyDiazspokeabouttheoneof the recurrent issues facing local government.

“WekeeprecyclingthesameleadershipinMiamiyearafter year,” he said.

Onesolution,suggestedSaifIshoof,executivedirectorofCityYearMiami,istoinvolvemoreyoungpeopleincivic leadership.

“Wehavetoleverageourassetofyoungpeopleforittobe a great global city.”

The Harvard participants will visit local Miamibusinesses on Thursday and hold a final set of panel discussions on Friday.

From the Miami Herald, 7/15/11 © 2011 the Miami Herald. All rights reserved. Used by permission and protected by the Copyright Laws of the United States. The printing, copying, redistribution, or retransmission of thie Content without express written permission is prohibited.

THE MIAMI HERALD

Harvard-led symposium stresses the importance of innovation

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ByKatieKochPublished:February3,2011

Despitetheeconomicstridesthatmanyofitsnationshave made in recent years, Africa is still, in a literal sense,adarkcontinent.Nocountrythererepresentsthis more clearly than Liberia, where only 2,000 homes inthenationof4millionarehookeduptotheelectricalgrid.

But where others see a problem too big to solve,RichardFaheyseesahopefulfuture,andaburgeoningcommercial market for solar energy.

“Liberia certainly is dark in terms of light, but not in humancapital,”saidFahey,a2010fellowofHarvard’sAdvanced Leadership Initiative.

This spring, Fahey will launch the Liberia Energy Network, a large-scale solar power project. If hereaches his goal of putting sun-powered lanterns in the hands of a million Liberians by next year, he will have proven, he said, that socially conscious industry can thrive in the impoverished nation.

Fahey, a retired environmental lawyer from Ohio andaPeaceCorpsvolunteerinLiberiainthe1960s,hadachance to return to the fragile country in 2009. It was thefirsttimehehadvisitedsincea14-yearcivilwarbrokeoutin1989.

“One of the things that struck me was how shattered the social and cultural institutions are,” Fahey said. “The war did serious damage to the social order.”

He did notice, however, that a surprising number of

Liberians had cell phones. Estimates of the average Liberian’sannualincomehoveraround$220,buttherewas clearly a thriving market for first-world technology.

After the war, Fahey said, “so many people had to leavetheir traditional homelands and move to the cities. Youhave extended families now that are very distant fromoneanother.”Cellphonesbecameawaytostayconnected to the village community.

The cell phone is so valuable, in fact, that the average Liberian spends 25 percent of his or her income (roughly $48ayear)tochargeit,accordingtoFahey’sresearch.Becausethevastmajorityofthecountry’shomeslackelectricity, Liberians travel to “electricity centers” that exact a high price in exchange for charging a phone.

That figure could be greatly reduced if Liberians had individual solar-powered lanterns capable of charging a phone, Fahey said. Luckily, several manufacturers produce combination lantern-phone chargers that costroughly$45.

It’swhatFaheycalls“just-good-enoughtechnology,”away to circumvent the expensive and unrealistic process of building a traditional energy grid. “That kind of investment is a very long way away,” Fahey said. “Plus it’s very old technology.”With solar power, hereasoned, “the people could build their own grid.”

Currently,thecountry’spoorinhabitantsuseinefficientand environmentally unfriendly kerosene lamps to lighttheir homes. “Their lives effectively end at sundown,” Fahey said.“Andthathasimpactsforeveryone.”It’snotuncommon,

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Turning on the LightsHarvard’s future will include an emphasis on learning by many kinds of students, who attend throughout the life cycle.

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he said, to see children on sidewalks congregated around streetlights in the evening, trying to finish their homeworkbylamplight.Womenandgirlsinparticularare at a disadvantage, because they are often required to gather firewood or other fuel during the day and have no way to study at night, Fahey said.

In addition, dirty energy takes a toll on health. The World Health Organization estimates that 2 millionpeople—85percentofthemwomenandchildren—die annually from the air pollution caused by kerosene lamps and indoor cooking fires.

“Electricity is such a fundamental need that so many other things are built on top of,” Fahey said.

While Liberia, in Fahey’s words, “practically existsoff foreign aid,” the microfinance industry has justbegun to penetrate the country. Fahey is working with an anthropologist in Liberia to research traditional savings groups, which many Liberians use to finance cell phone purchases, as a way to help consumers purchase solar lanterns. He has also hired Liberianstoleadfocusgroupsthataretestingdifferentstylesofsolar generators.

“We’ve been trying to tell otherswhatwe think theLiberians need rather than asking what they need,” Fahey said. “This is giving them choices and thinking of them as consumers.”

That attitude is crucial to any business’s success,according to Michael Chu, a senior lecturer atHarvard Business School (HBS) who specializes insocial enterprise and emerging markets, known in the B-school lexicon as “business at the base of thepyramid.”

Chuemphasizedtheroleasuccessful,self-sustainingbusiness can play in an untested market like Liberia. Good businesses attract competitors, which can inturn bring long-term economic growth to a region.

“The big impact of applying commercial solutions [to

poverty]isnotthatonesuccessfulfirmthatcomesoutofit,”Chusaid.“Thebigsocialpayoffisthatonegreat,successful business will create an industry.”

Chu’s ideas were among those Fahey absorbed atHarvard. The Advanced Leadership Initiative, nowin its third year, offers late-career professionals thechance to audit courses across the University and prepare for new roles as leaders in the public sector, tackling social problems.

Harvard was “a good place to come retool andrecalibrate,” Fahey said. “I came here with a vague idea that would have looked a lot more like a traditional aidordevelopmentmodel.My thoughtshavemovedprobably180degreesfromthat.”

Likemanyoftheinitiative’sfellows,Faheyisshowingthat “public good can also be carried out by for-profit companies,”saidRosabethMossKanter,HBS’sErnestL.ArbuckleProfessorofBusinessAdministrationandthe chair and director of the initiative.

“It’s not a question of nonprofit or for-profit, privatesectororpublicsector,”sheadded.“Weneedmoreandbetter leaders in every sector, because the challenges and problems seem to be getting bigger and harder to solve.”

Fahey will return to Liberia later this month to continueraisingcapitalfortheproject.Afteralongcareerinlaw,he’s energized by the thought of returning to thecountry he first tried to help as a newly minted college graduate.

“There are a lot of us who still have some tread left on the tires and really want to do something,” he said of hisgeneration.“Youjustcan’tplayenoughgolf.”

© Harvard Gazette

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ByDianeChunPublished:November27,2010

Dr.FrederickSouthwick,aprofessorandthechiefofinfectiousdiseasesattheUniversityofFloridaCollegeofMedicine,tradedinhiswhitecoatandstethoscopeforbluejeansandabackpackthisyear.The64-year-oldhasgonebacktoschoolatHarvardUniversityandhas a book in the works that could reduce the number ofmedicalerrorsafflictingthehealthcaresystem intheUnitedStates.

It’stime,hesays,forchange.

In1989,Southwick’sformerwifeandthemotherofhistwo children contracted a serious infection. Despiteintense intravenous antibiotic treatment, her condition rapidly worsened. Her doctors put her chance ofsurvival at 10 percent.

Then it occurred to a cardiologist who was part of the team caring for her thatMary Southwickmightbehavinganallergicreactiontopenicillin.Within24hours of being treated with a steroid, she walked out ofthehospital.Southwickwroteabouttheincidentinanarticlecalled “WhoWasCaring forMary?” in theAnnalsofInternalMedicine.

During his Harvard fellowship, Southwick has beenable to study how many of the management techniques successfully used in business could have prevented the medicalerrorsMaryfellvictimto.

One lecture compared health care delivery systems tomanagementsystemsusedbyToyota,Southwicksaid.

“I suddenly understood that the problem in Mary’ssituation did not lie with the doctors so much as with theinefficientandoftenflawedsystemsandproceduresused to manage patient care,” he said One of the big problems with improving health care, Southwickcontinued,is“youjustdon’tgetthetoolsyouneedtoeffect change by staying within the medical school.(Improving health care) is about culture. It’s aboutindustry.It’saboutpublichealth.”

Each year,Harvard selects about 20 leaders in theirfields, people with 20 to 25 years of significant accomplishments and gives them the chance to return to campus for a new stage of higher education.

The Advanced Leadership Initiative program began in2009.Southwickispartofthesecondclass,whichwill“graduate”inDecember.HeappliedafterreadingabouttheprogramlastyearinTheNewYorkTimes.

Membersofthisyear’sclassarelookingintoproblemsasdiverseasaffordableenergyalternativesforAfricanvillages, smartphone nutrition apps, an after-school study-hall model to keep poor children in school or resolving the problem of malnutrition and food waste intheU.S.,wheretwo-thirdsofadultsandone-thirdofchildren are obese or overweight.

For Southwick, however, the challenge was how todeliverqualityhealthcareinahospital.Beforeapplyingfor the Advanced Leadership Initiative, he had begun to write a book on health care quality for medical students,butitwasn’tgoingwell,hesaid.

The first chapter was going to relate a series of disaster

THE GAINESVILLE SUN

Doctor Works to Fix MedicineHarvard’s future will include an emphasis on learning by many kinds of students, who attend throughout the life cycle.

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cases.

“Turned out what happened to my former wife was enough of a disaster case to be a chapter in itself,” he said in a telephone interview.

Southwick has since realized he could branch everyaspect of health care quality and system improvement off that case.His book, he said, hasmorphed into aguidebook that anyone could read and understand, titled“Who’sCaringforMary?ACaregiverandPatientToolKitforImprovingHealthCareontheFrontLines.”

“I want everyone to understand what it takes to creategood care, how to evaluate care and what questions you should ask as a patient to improve your care,” he said.

SouthwicksaidhehadbeentryingtochangesystemsandreducehospitalinfectionsatShandsatUF,butwasmeetingstiffresistance.

“Thebottomlineisthatyoucan’tdoanythingonyourown. You must empower a whole group and make themyour allies. I’d forgotten that from my college dayswhen I played team sports,” he said.

The time is ripe for health care change, he said. It has been10yearssincetheInstituteofMedicinereportedthat there were about 95,000 deaths a year due to medical errors.

“We haven’t fixed the problem,” he said. “Noweverybodyisstartingtorealizethatdoingthingsthesamewaywillgive you the same results.”

He has advice for any hospitalized patient or theirfamilymembers: Look for teamwork. Doctors must talk tonurses, and vice versa. The pharmacists should be involved. They all should be focused on your care.

“You are the customer, and everybody should want toknowwhatyouwant,”hesaid.“Caregiversmayactasifthey are doing you a favor, but that is not what you shouldexpect.Youneedtospeakup—andspeakuploudly—ifyourecognizeaproblem.”

Southwick also said patients should be part of allhospital improvement committees.

“If the key goal is to improve the health of every patient,that can get lost in the focus on on-call schedules, reimbursement, profit margins and other system issues,” he warned. “There are even doctors and nurseswhodon’tunderstandwhatagood system is.Everybodythinksit’ssomebodyelsethatiscausingtheproblems—theinsurers,thehospitaladministrators,thenurses, thedoctors.Weareall toblame, andweneed to step up to the plate and do things better.”

Southwick said he believes that all the knowledgeneeded to reform and improve patient care is out there but has not been applied.

“I have lived both sides of this problem, so I am now somewhat of an expert,” he said. “This is the time for a book like this to come out.”

© The Gainesville Sun

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ByJennAbelsonPublished:July25,2010

Q: HowdidyougofromaretiredcompanypresidenttoastudentatHarvard?A: I learned about the new Advanced Leadership Initiative fellowship atHarvard. It really appealed tome as a way to transition from success to significance. You should have a reason to get up every morning that drives you and fills your heart and gives you purpose and meaning.

Q:Whyfocusonfoodwaste?A:It’sestimatedthatmorethan5billionpoundsoffoodis tossed out at retail annually. If hunger is on the rise andwe’retherichestfoodnationintheworld,what’sgoingon?Whatcanwedo?

Q:Whatareyoursolutions?A: Nofoodbankcanaffordtosendadedicatedtrucktopick up food at every grocery store and get it back to foodbanks.Buttherearebusinesseswithtrucksontheroad all day that are coming back empty. If getting food into the hands of the people who need it is a national priority,theremustbeawaytoincentivizethePostalService, UPS , or FedEx tomake regular pickup anddrop-offofthisproduct.

Q: Are there a lot of chronically hungry families?A: It’s not a lack of calories as much as it is thewrong calories in America for low-income families. I’m spending the summer lookingathow to increaseinterest in nutritional eating. Are there credits that can begivenintheformofhealthyfoodstamps—here’sadditional food stamps for eating fruits and vegetables?

Q: Whyhaven’twebeenabletosolvetheseproblemsyet?A:Foodissotakenforgranted.It’snotamajorexpense.It’s somethingwe don’t spend a lot of time thinkingabout.Andasaresult,we’vegonedowntheslipperyslope of faster, cheaper, less nutritious, and we’restarting to pay the price.

Q:Howdidyougetyourkidstoeathealthy?A:I’dbringhomesamplesfromallovertheworld.We’dhave contests of guessing what it was, and encouragethem to be adventurous and educate them about whybrownricehasnutritionalvaluethatwhitericedoesn’thave. From an early age, we tried to make food fun, interesting, and relevant.

From the Boston Globe, 7/25/10 © 2010 Boston Globe. All rightsreserved. Used by permission and protected by the Copyright Lawsof the United States. The printing, copying, redistribution, orretransmission of thie Content without express written permissionis prohibited.

THE BOSTON GLOBE

Smarter FoodFirst Person: Former Trader Joe’s President Doug Rauch, 58, is now at Harvard,studying how to end food waste and promote healthier eating.

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ByStefanSternPublished:May10,2010

Sohere’sanewsubjectforbusinessschoolstogetstuckinto: leadership. I amonlyhalf joking.Ofcourse, theschools pride themselves on helping to generate new cadres of leaders to run businesses and organisations, educating“leaderswhomakeadifferenceintheworld”,asHarvardBusinessSchoolputs it.Butas theworldheads (we hope) back towards a period of growth, it isworthasking:howgreata jobdid the last cropofleaders do in the positions of responsibility they held, anddoweneed todevelopdifferent sorts of leadersnow?

It was, in part, questions such as these that inspired HarvardBusinessSchool’sRosabethMossKanter,NitinNohriaandRakeshKhuranatoestablishwhattheycallan “Advanced Leadership Initiative”, an unprecedented collaboration between different schools at HarvardUniversity to bring faculty and mature students from diverse backgrounds together, to work on finding solutions to complicated social, political and economic problems.

It is an ambitious and visionary initiative, now in its secondyear(itrunsforacalendaryear).Butitclearlybegs a question. If such a course is necessary, filling a perceived gap in ongoing executive education, does this mean that even the most distinguished business schools are struggling truly to equip their students with the right set of attitudes and capabilities to allow them to become great leaders?

And, given that most people attending Harvard’s

Advanced Leadership Initiative have two or more decades of experience behind them, do we have to conclude that leadership is, in fact, a discipline that takes many years to learn, in spite of the grand claims that some business schools may make in their marketing literature about the changes that one or twoyears’attendanceattheirinstitutionwilleffect?

SurveyingtheaftermathoftheUK’sgeneralelection,itisimpossibletoavoidthesubjectofleadership.Forthe first time in British political history, there werelive, televised debates between the three main party leaders. Although the UK has a prime-ministerial and not a presidential system, the pre-election period was marked by an intense focus on the personalities and varying styles of the party leaders.

It is unfortunate that the popular conception of leadershipismostheavilyinfluencedbythebehaviorof politicians and celebrity chief executives. For decades, heroic and individualist chief executives and political leaders have been portrayed as role models. Leadership has not been seen as a team sport. The privileged individualism inculcated by some elite business schools undoubtedly played a part in exacerbating this trend.

In this crude, impoverished vision of leadership, tough, unflinching decision-makers ploughed onregardless of criticism or unpopularity. Indeed, carping and whingeing from colleagues was a sign that real, necessary (and painful) change was being driven through.

Whentheconceptof“businessprocessre-engineering”

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On management: A new way to lead

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emerged in the recessionary early 1990s, some leaderslatchedontoitasjustification.Herewastheplaybookforthe“NeutronJack”—Welch,thatis—schoolofleadership. (The neutron bomb, it may be remembered, destroys life forms while leaving physical structures intact.) The blip of the “new economy” and a temporary rise in a more consultative, less dictatorial style of leadership around the turn of the century proved to be just that…lip. And so it was that the narrow,transactional leadership style remained dominant right uptothegreatfinancialcrisisof2008-09.

Now is the moment to seize the opportunity toabandon that failed paradigm. This, I think, was what HarvardpresidentDrewGilpinFaustwasreferringtoinatellingmomentatthecentennialpartyatHarvardBusiness School in the autumn of 2008, only weeksafterthecalamitousfallofLehmanBrothers.

In her speech, she said the school needed to ensure it was educating leaders who made a difference intheworld–“andfortheworld”,sheadded,pointedly.It was no longer enough to keep the old conveyor belt churning out identikit, wannabe heroic leaders. Leadership without willing Advanced Leadership Initiative 17 followers is vain, in every sense. It only has value and legitimacy if it is rooted in a healthy organisational context, in a business where employees are working towards a common goal.

What are the implications for business schools?The answer is obvious. A grasp of finance, strategy, marketing and all those other exciting “big picture” subjects only forms part of a serious leader’seducation. Those sometimes neglected or disdained topics—organisationaldevelopmentandbehaviour,communication, team dynamics — that are oftenrejected as insubstantial turn out to be crucial tosuccess as a leader.

Businessschoolscannotbecompelledtochangefromoutside – although there will be a competitiveadvantage, I think, for those that move fastest and

furthesttochangetheiroffering.Schoolswillhavetobe brave, intellectually and commercially, and make some big changes.

In other words, they are going to have to show some leadership.


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ByStefanSternPublished:March29,2010

On a cold February day in Springfield, Illinois, threeyearsago,ayoungUSsenatorannouncedhewasgoingto run for the presidency.

The country and the world faced huge challenges, he said.“Weknowthechallenges…We’vetalkedaboutthem for years… What’s stopped us from meetingthese challenges is not the absence of sound policies andsensibleplans.What’sstoppedusisthefailureofleadership… ”

Nowthathe ispresident,BarackObamaknowshowdifficult it is to bring about successful change. Butthat does not make his earlier diagnosis wrong. In fact, it was shared by the authors of a working paper producedbythreeHarvardBusinessSchoolprofessors18monthsbeforehelaunchedhiscampaigntowintheWhiteHouse.

In an article called “Moving higher education to itsnext stage”, RosabethMossKanter, RakeshKhuranaand Nitin Nohria analysed the failure of corporateleaders to come up with solutions to some of the world’sbiggestproblems.

There was usually no shortage of analysis, they said. But, when it came to offering solutions, “we oftenknow more about what than how and who. There is an intellectual gap around solving an emergent class of high-profile problems that cut across sectors” they wrote. Knowledge from “many professional fields” has to be pulled together to find answers.

Leaders rise to the top of their organisations. They may bereallygoodatwhattheydo,withinthatcontext.Butask them to work across sectors or disciplines, take them out of their comfort zone, and they find that,to their surprise, the results are often not very good. “Thethingsyouwanttobechangeddon’twanttobechangedbyyou,” asProfKanterputs it.Thebottomline is we are failing to develop leaders who are up to thechallengeofgrapplingwiththeworld’smosturgentproblems.

This realisation drove Prof Kanter and colleagues tolaunch Harvard University’s Advanced LeadershipInitiative (ALI). This involved unprecedented collaboration between different faculties at theinstitution. The schools of business, government, law, education and public health were among the first to come together to devise a new, yearlong programme of education for experienced leaders, many of whom were leaving their organisations after two or three decades, in search of new challenges. The inaugural programme (with14executivesattending) ran lastyear, and thesecond (with 22 on board) is now under way.

Fellows, as participants are called, attend seminars andlectures,andcanalsoattendanyotherHarvardcoursewhile they are in residence. The ALI year also includes“thinktanks”–twotothreedaysessionsonspecificissues, as well as week-long field trips (“immersions”) togainfirst-handexperienceinthelocationsaffectedby particular problems. The unique part of this programme is the inter-disciplinary element: the coming together of usually discrete faculty members, working with seasoned executives who in turn come

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Leadership that could make a difference

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from a wide range of backgrounds.

ExecutivesaresoughtoutandselectedbyHarvardtojointheprogramme.Theideaisthat,attheendoftheyear, fellowscommitto leadingaprojectthattacklesa big, multifaceted problem that they would not have been able to resolve in their former corporate role. Their leadership skills should have been enhanced and possibly transformed.

Whileconventionalleadershipmaybefoundinasingleorganisation,advancedleadershipemerges,ProfKantersays, where “problems and issues spill over boundaries, goalsarenotclearorconflicting,pathwayshaven’tyetbeen established, stakeholders are politicised, and no one is clearly in charge.”

The“thirdstage”ofeducation,offeredbytheALI,dealswith that other big question of the moment: what doesthe capable, experienced 50or 60-something executive,who wants a change, do with the rest of his or her life?Shouldallthatability,andpotential,gotowaste?Itistoo soon for them to retire.

InhispoemSailingtoByzantium,W.B.Yeatsdespairedof those younger people who, dazzled by theexcitement of the day, failed to draw on the insights of theirmoreexperiencedfellowcitizens:

Caught in that sensual music all neglect Monuments of unageing intellect.

Maybetheanswertothisdilemmaliesintheuniversityseminar room.

Advanced leadership is what the world needs right now. But to develop enough of it, many imitators ofHarvard’smodelwillhavetoemerge.


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ByMaryO’HaraPublished:January12,2010

JamieKaplancouldn’tsoundmoreenthusedifhetried.As the end of his stint at university approaches, the experiencehasclearlylefthimbuzzingwithideasandeagertogetoutintotheworldandmakeadifference.“IthinkonacompletelydifferentplainnowthanIdidwhen I got here,” he says in between sips of water in a smallseminarroomatHarvardBusinessSchool.

“Regardless of what you came here with, you’ll beleaving with something that is going to continue to growindirectionsthatyoucouldn’thaveanticipatedwhen you arrived,” he says. Kaplan may sound like a freshlymintedyoungstudent,butat58heisfarfromthe stereotypical graduate.

Previously a commercial lawyer and now executivedirector of the Cromwell Center for DisabilitiesAwareness, a charity in Portland,Maine,Kaplanwasoneofaninauguralgroupof14“fellows”totakepartin a unique “fourth level” education experiment at HarvardUniversityforpeopleapproachingretirement.

The Advanced Leadership Initiative (ALI) has been attractingpressattentionintheUSforwhatisbeingseen as a radical departure from the educational status quo and capitalising on the expanding arena of “encore careers” – where people approaching retirementactively re-train for a new vocation.

In Britain, campaign groups for older people havewelcomednewsof theHarvard initiative,saying it isa model that the higher education establishment here

should give serious consideration to. It has piqued their interest largely because it has unashamedly ambitious goals for older people.

According to those who run it, the initiative aims tonot only challenge the existing paradigm that sees higher education as something primarily for the young, but (as the ALI website boldly declares) to fundamentally alter “the concept of retirement”.

The central premise is to develop an additional stage ofhigher education that harnesses the skills and experience of older people, builds on them, and then catapults the graduates back into the thick of some of the most challenging social issues of our time.The current scope of ALI is limited to one institution and to a small, select group of people, but there is evidence of demand for schemes of this ilk. One survey by Princeton Survey Research Associates reportedthat around half of all Americans aged 50-70 want to carry out work with a social impact after their main career has come to an end.

ALI is the brainchild of Harvard Business Schoolprofessor and author Rosabeth Moss Kanter andher academic colleagues including Barack Obama’smentor, CharlesOgletree. The initiative grew out offacultydiscussionsin2005aroundhowHarvardwasgoing to address its “responsibility to serve society”, according to Kanter. The idea, she explains, is to take people who excelled in their individual fields (ranging from the corporate sector to public health and law), put them through an intensive year-long programme that incorporates seminars, leadership development and individual projects, andhelp to prepare them to

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Harvard wins fans for advanced leadership course

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re-enter the workplace in a public service capacity.

Iftheprogramme’sgoalssoundnebulouslylofty,Kanteris unapologetic. “Social good was core from thebeginning. It still is core. This initiative has to do with producing change in society,” she says. “Our goal is to begin to develop and deploy a force of experienced leaders who can work on solutions to pressing societal problems, which includes environmental issues such as climate change as well as education, healthcare and economic development.”

In Kaplan’s case, for instance, having already takena career detour when he set up a disability charity, ALI has allowed him, he says, to “think creatively and ambitiously” about how to grow his organisation from astate level toanationalorganisation. “Ididn’thavethetoolstodothatbefore,”heexplains.“NowIbelieveI do.”

Theinitiativeisnotwithoutitscritics.Bypluckingasmallnumberofhighachievers–theinauguralintake,forexample,also includedCharlesBoldin, the formerastronautandnowheadofNasa–andplacingthemin one of the most elite educational environments in the world, ALI is hardly a beacon of inclusiveness. One article inForbesmagazine snidely referred to it as aprogramme for cultivating “professional do-gooders”.

KanterarguesthatwhileHarvardmaybethelaboratoryfor such a model and ALI a mere work-in-progress, there is nothing to stop it being adapted by universities and colleges anywhere. It is one of many ways countries, includingBritain,couldaddressoneofthemajorsocialchallenges of our time, she suggests, namely ageing populations.

According to the United Nations, average lifeexpectancyinBritainiscurrently79,whileintheUSitis78.2,withupwardstrendspredictedconstitutingpotentially millions of people who want to use retirement for more than playing golf or looking after grandchildren.

Kanter points out that she, her colleagues, and the ALIfellows are all “baby boomers” born in the wake of thesecond world war and that they share with others of their generation the real possibility of a significantly longer, healthier life than those who preceded them. They also share a desire, she says, to continue learning and contributing to society.

In the UK, tens of thousands of people are already active in their communities well into retirement. Thousands of over-60s volunteer through organisations such as Volunteering England and CSV , which places oldervolunteers in a whole range of settings.

But it is the indicators in education that are mostenlightening and which suggest Kanter is right. AccordingtotheHigherEducationStatisticsAgency’slatest figures, an estimated 130,000 people over theage of 50 are taking courses in the current academic year at British universities or colleges. The OpenUniversity (OU) alone has 31,768 students over 50studying (16.7% of its total UK students). Then there istheUniversityoftheThirdAge(U3A),whichofferslearningopportunitiestoolderpeopleacrossBritain.Runona“self-help”modelwherebyvolunteerretiredprofessionals pass on their knowledge and skills to others, it is currently going through a boom, with one new group said to be forming every week.

IntheUS,similarpatternscanbeobserved,suchasthepopularity of “not-for-profit” providers such as CivicVentures, which promotes and part-funds educationfor older people. It encourages new approaches by, forexample,supportingprojectsinlocal“community”collegesthatmatcholderpeople’sskillstohighdemandfor skills in areas such as health and social care.

Where the Harvard initiative diverges from othermodels of “ongoing education” – and the reasonadvocates for older people in the UK are showing an interest – is because of the ambitious and positivemessage it sends about older people to wider society.

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MervynKohler,specialadviseratAgeConcernandHelpthe Aged, says ALI is an “intriguing” idea that promotes excitingopportunitiesforolderpeople.“TheHarvardidea has no close parallel in the UK to my knowledge,” says Kohler. “I can see no downside in trying to import thisideafromtheStates,andaconsiderableupsideifithelped to nurture a more positive view of older people, andamorepositiveengagementbyolderpeople.Weare trying to developmore opportunities for citizenengagement generally in the UK, and this is one field in which older people need to get involved.”

The possibility of initiatives based on the Harvardmodelbeingestablished–nevermindrolledout–inBritain currently seems somewhat remote. For onething,fundingwouldpresentamajorobstacle.

Some ALI participants pay partial costs themselves,but this is buttressed by substantial subsidy from the university itself and from various foundations. Even if demand were high, the large-scale foundation funding and huge endowments enjoyed by, in particular, theIvyLeaguecollegesintheUS,suchasHarvard,arefarfrom commonplace in the UK.

Meanwhile,withuniversitiesfacingfundingcutsandpressure mounting to increase tuition fees, cash-starved institutions are highly unlikely to have any cash to spare.

However,boththeeliteRussellGroupofuniversitiesand the OU point to a more immediate impediment to any kind of educational aspirations older people might have: recent changes to how people with prior degrees are supported financially by the state. The government’s decision to stop funding studentsstudying for an equivalent or lower qualification (ELQ) than one they have already would currently seem to scupper any dream of expanding educational opportunities for older people.

Aspokeswoman for theOUsays: “Someofourolderstudents have previous higher education qualifications.

ThirtyfivethousandoftheOU’sstudentsinEnglandhave become unfunded following the government’sdecision on ELQ, and safety net funding will only cover thisgroupuntil2011/12,whichwillhavesignificantimpact when it runs out.”

BackintheUS,KaplanandothersinthefirstintakeatALI say a widely adopted education model that allows more people from their and future generations to keep oncontributingcouldn’tcomesoonenough.

Susan Leal, 59, former general manager of the SanFrancisco Public Utilities Commission, water expertand fellow alongside Kaplan, says taking part in ALI reaffirmed something she was beginning to wrestlewithas retirementbeckoned. “My friendsand Ihavebeenaskingeachother:‘Hey,whyaren’twejusttakingalongvacation?’Wellyouknowwhat?Ourbrainsareworking.Wehavealotstilltooffer.Ithinkthismodeldefinitely has potential for people at all levels across the spectrum.”

Kaplan agrees. “This experience has opened my eyes. Ifeelreinvigorated.Plus,itreallyisnicetobebackatschool.”

© The GuardianReproduced with consent from Guardian.com.

33

ByMarkLewisPublished:February11,2009

RobertM.Whelan Jr. could have retired to a life ofleisure. Instead, the former investment banker was scouting around for a new project—preferably onethat would help make the world a better place.

Withhiskidsnowolderandoutofthehouse,Whelanand his wife had moved from the MassachusettssuburbsintoBoston.Hewasclearingthedeckssohecouldtackle“thenextbigthing”inhislife.Buthehadno idea what it might be.

Whelan, 57, did not realize it, but he fit the targetdemographicforanewHarvardprogram,theAdvancedLeadership Initiative, which aims to recycle retirement-age business executives into professional do-gooders. Asithappens,oneoftheprogram’s facultymembers,JamesHonan,wasafellowtrusteeofWhelan’sontheboardoftheDanaHallSchool,aprivategirls’boardingschoolinWellesley,Mass.

Aboutayearago,duringabreakinaDanaHallboardmeeting, Honan told Whelan about the Harvardprogram, which was looking to recruit its first group of fellows. Whelan was intrigued. Then he read awhite paper about the program that was written by its chairman,managementguruRosabethMossKanteroftheHarvardBusinessSchool.

“Itwaslikereadingaboutme,”Whelansays.

Well,notentirely.TheAdvancedLeadershipInitiativeis designed in part to leverage the activist legacy of

thebabyboomgeneration.Whelan did indeed comeofageinthe1960s,buthewasneveraflowerpowerkindofaguy.HewasbroughtupinsuburbanDarien,Conn.,byatravelingsalesmanfatherwhohadservedin the Marines duringWorldWar II . As the oldestson,Whalenwas expected to take advantage of theeducation opportunities his father never had.

“I was not a child of the ‘60s,” he says. “Expectations forme were very high. I was a very straight-laced, determined, focused kid.”

His father wanted him to be a tax lawyer. But aftergraduatingfromDartmouthin1974,WhelanwenttoStanfordBusiness School rather than law school.Hedidn’tyetknowwhathewantedtodo,buthefiguredthat something would occur to him during his two yearsatStanford.Hewasright.Hiscuearrivedattheendofhisfirstyear,whenasmallNewYorkinvestmentbankofferedhimasummerinternship.

This was during the doldrums of the mid-1970s, when Wall Street was not the destination of choice forevery business school student. “It was an ugly time” forfinancialfirms,Whelanrecalls.ButhethoroughlyenjoyedhissummeratWhiteWeld,andaftergraduationheacceptedajobthere.

Twoyears later,WhiteWeldwasacquiredbyMerrillLynch, and Whelan found himself a cog in a vastlylarger machine. “I was much more comfortable in a smaller platform,” he says. “I wanted to be more of an entrepreneur in an entrepreneurial environment.”

WhalenputinsometimeinlargefirmslikeMerrilland

FORBES.COM

The Harvard FellowBob Whelan made his pile on Wall Street. Now he’s retooling himself for public service.

34

MorganStanley,buthekeptgravitatingtosmallerfirmslike Hambrecht and Quist. By the time the Internetboomtookoffinthe late1990s,hewasapartner inVolpeBrownWhelan,aboutiqueinvestmentbankthatspecializedinInternetissues.

“It was an enormous wave, and we were up there on the wave with a lot of other people, and we benefited mightily,”Whelansays.

Astheboomcrested,Whelanandhispartnersdecidedit was time to sell their bank to a larger firm. They knewthat the Internet bull market would not go on forever. In December1999,VolpeBrownWhelanwasacquiredbyPrudentialSecurities,andWhelanbecameaPrudentialemployee.Threemonthslater,theNasdaqhititspeakand began its long retreat.

By themiddleof2001,Prudentialhadshutdown itsinvestmentbankingunit.WhelanhadtimedthesaleofVolpeBrownWhelanperfectlyandreapedafinancialrewardforhisforesight.Buthewasstilloutofajob.

“SothereIwasinthesummerof2001,andforthefirsttimein25yearsIhavenoonetoreportto,noofficetogoto,”hesays.“Ididn’thaveaPlanB.”

Like many another person who finds himself in that position,Whelanbecameaconsultant.HealsojoinedtheDanaHallSchoolboard,continuinghispracticeofbecoming involved in the schools his three children attended. Whelan found himself admiring manypeople who work in the nonprofit world, particularly ineducationandhealthcare.Someofthemremindedhim of the entrepreneurs he had worked with as an investment banker. But toomany nonprofits seemedpoorly managed.

“I think a lot of business skills are greatly needed in thenonprofit world,” he says.

Harvard agrees. The new Advanced Leadershipprogram aims to recycle the management skills of

people likeWhelan,whohave donewell in businessand now want to give something back to society.

Duringhisyear-longfellowship,whichjustgotunderwayinDecember,Whelanandhiscolleagueswillauditclasses, go on field immersion trips, lead study groups and attend leadership seminars. In the course of the year,eachof the14 fellows isexpectedtodevelopaplan to address a particular social problem in some way.Whelanwants to do something tomakehighereducationmoreaffordableformiddle-classfamilies.

“I’mhopingtostartanonprofitthathasabigimpact”on that issue, he says.

Alternatively, he may end up running a pre-existing nonprofit that could benefit from a more entrepreneurial approach. “A lot of these institutions are starving for great leaders,”Whelan says. “I think I could make adifference.”

From Forbes.com, 2/11/09 © 2009 Forbes. All rights reserved. Usedby permission and protected by the Copyright Laws of the UnitedStates. The printing, copying, redistribution, or retransmission of thieContent without express written permission is prohibited.

From the Forbes Contributor Network and not necessarily the opinionof Forbes Media LLC.

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