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Alumni Video Project: Tell Us Your #TeamFuqua Story

The Development and Alumni Relations office is putting together a video to show incoming students how our alumni stay connected to the school and one another, and they want to hear from you! Check out the Fuqua Alumni site to learn how you can add your voice to the mix – and be entered to win some fabulous Fuqua swag. You’ve got until October 15 to share your “Team Fuqua Story”.

Send your video file to video@fuqua.duke.edu or alumni-relations@fuqua.duke.edu.

The awesome alumni featured in the video above are:

  • Steve Misuraca (Daytime ‘09)
  • Christiana Wu (Daytime ‘05)
  • Willie Green (Cross Continent ‘13)

We all know it when we see it, but what does “Team Fuqua” mean to an outsider? When the MBAA Vice President and President for the Class of 2014 were elected, Rachael Lambert and Simon Moore-Crouch committed their roles first to defining the values of Team Fuqua, then to finding ways to make those values explicit as the thread connecting all members of our community together – students, alumni, faculty and administrators.

As they graduated, the Class of 2014 left behind a definition of Team Fuqua – what we call the ‘paired principles’ – which has grown into an essay question for Admissions and a topic at events with Dean Bill Boulding. But their true legacy may be the process Rachael and Simon drove to ensure these aspirations would live on in the student body long after their class graduated. 

Working with their Cabinet, Rachael and Simon developed a common definition of what being a member of Team Fuqua at its best means, translated into a series of values. Read about the process in Rachael’s post “From the moment I set foot on Fuqua’s campus, I felt the Team – Part One” on the Daytime MBA Student Experience Blog.

While it wasn’t the original intention, the team’s work on values developed into a series of taglines which described the values in a succinct manner:

Authentic EngagementWe care and we do. We make a difference to Team Fuqua by being ourselves and engaging in the things we are passionate about.

Supportive AmbitionWe support each other to achieve great things, because your success is my success. The success of each individual member of Team Fuqua makes the whole of Team Fuqua better.

Collective DiversityWe embrace all of our classmates because out individuality is better and stronger together.

Impactful StewardshipWe are leaders who focus on solutions to improve our communities both now and in the future.

Loyal CommunityWe are a family who looks out for each other. Team Fuqua has got your back when you need it most.

Uncompromising IntegrityWe internalize and live the honor code in the classroom. We conduct ourselves with integrity within Fuqua, the Duke community and in our lives.

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Once the set was defined, student leaders began building awareness and buy-in: they developed a coffee table book illustrating the values and distributed it to their Executive Cabinet and senior members of Fuqua’s administration; they produced frequent stories for publication in the Fuqua Student Times highlighting a “Fuquan of the Week” who exhibited the values; they established a peer nomination framework so that the wider student body began identifying classmates for recognition;  they created a permanent, visible board in the Mallway which highlighted these stories to the entire community; they convinced the administration to replace the second year Deans Awards with Principle Awards; and they communicated the values in public speeches at every opportunity including Orientation, Blue Devil Weekend, and the Board of Visitors meeting.

Their focused intention paid off in a series of organic developments which helped ensure this process would continue after their leadership tenure: Dean Bill Boulding began using this framework in his speeches with internal and external audiences, students began writing about their experience of the paired principles in the program blogs, all four candidate pairs for the Class of 2015 MBAA elections referenced the values in their platforms and speeches, and the Admissions team created an essay question on the paired principles as they began recruiting the Class of 2016.

Read a reflection of what this experience meant to the Class of 2014 student leaders post-graduation, in Rachael’s Q&A with Simon “From the moment I set foot on Fuqua’s campus, I felt the Team – Part Two” on the Daytime MBA Student Experience Blog.

Thank you to the Class of 2014 for developing this articulation of our shared values, and we look forward to seeing how future classes will carry it forward. 

Two weeks ago, Fuqua students from four classes across three programs took the ALS Ice Bucket Challenge together, starting a wave of b-school students doing the same.  The goal: to raise awareness about ALS, a progressive neurodegenerative disease that affects as many as 30,000 Americans at any given time.

Here at Fuqua, the challenge started within our Daytime MBA Class of 2016, when Section 4 issued the challenge to Section 5. Section 5 didn’t just accept, they recruited the rest of their  class, along with the Masters of Management Studies and Cross Continent MBA classes. 

The Ice Bucket Challenge has been going viral all summer, and has led to more than  $88 million dollars in  donations.  In addition to taking the challenge, our students are also giving  to the ALS Association, meeting a goal this week of $2016 in recognition of their class year.

After the big ice dump, our students passed the challenge along to three more  b-schools: UNC’s Kenan-Flagler, Wharton and the University of Virginia’s Darden School.

Wharton was the first to reply, taking the challenge and then passing it along to Columbia, London Business School and Tuck.

Kenan-Flagler’s students were next, passing the challenge along to MBAs at Yale’s School of Management, Georgetown University’s McDonough School and North Carolina State.

And the “Battle of the B-School Ice Buckets” has taken off from there, with students — and deans — accepting the challenge. We’re proud to say that our students here in Durham weren’t the only members of Team Fuqua to get in on the act.

 Apple’s Tim Cook (Evening Executive ‘88) took the challenge in front of a live audience:

East Asia Regional Advisory Board member Joe Wu (Daytime ‘04) took the challenge in Shanghai:

And even our friend Coach K got in on the action, with some help from his grandchildren.

We’re proud of Team Fuqua for their impactful stewardship, and for taking the lead in bringing awareness to this important cause  to the business school world.

To learn more about ALS and the Ice Bucket Challenge, visit the ALS Association website.

Interested in recruiting and employment trends for our Daytime MBAs? Here are some final and preliminary numbers and notations for the Duke Daytime MBA Classes of 2014 (full-time) and 2015 (intern), before our full report comes out this fall.

Recruiting Events for Second Year and First Year MBAs Fall 2013

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Corporate presentation: A traditional “Information Session” in which a company conducts a formal presentation followed by Q&A and/or a networking reception.

Office hours: Usually scheduled as a supplement to other recruiting events, an opportunity for small-group conversation with company representatives on a drop-in basis or in a selected time slot.

Networking nights: A multi-company event that allows recruiters and students to connect in a less formal, reception setting. This year, there were six Networking Nights with up to 20 companies per event. The count above signifies the number of companies participating in these six events.

Campus Interview Opportunities

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Fuqua Job Postings

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Spring 2014 recruiting events

As traditional campus interviews wind down, a number of spring recruiting events are held to attract employers with just-in-time hiring needs and/or industries where earlier timing does not align with their hiring cycle. 

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What is the #1 destination for Fuqua MBA graduates?

New York was the #1 destination for both 2014 grads and 2015 interns this year. 16% of grads and 21% of interns cited the NYC metro area as their employer location.

Perennial favorites Atlanta and San Francisco/Silicon Valley make the top 4 for both classes this year. Increasingly popular choices are Seattle (6% both classes) and Dallas (6% grads, 4% interns). Preliminary employment data.

Key Wins

Below we’ve listed some key wins and new relationships across key functions and industries during the recruiting year 2013-2014.

  • CONSULTING: Boutique consulting firms are expressing more interest in Fuqua talent, which is extremely important to students since most firms don’t hire in large numbers.
  • ENERGY: Fuqua met and formed relationships with TransCanada, Baker Hughes, & Wood Mackenzie that resulted in a WiC visit and new job opportunities.
  • FINANCE: Fuqua students landed investment banking jobs with major buyside and sellside research firms including State Street, Loomis Sayles, William Blair and UBS.
  • GENERAL MANAGEMENT: New on-campus recruiter, MetLife, hired 3 interns this summer.
  • HEALTH: New relationship established at EndoChoice in Atlanta, resulting in 1 full-time hire and 2 interns.
  • BRAND MANAGEMENT: Kraft has decided to begin investing more in Fuqua students this upcoming recruiting season based on past performance and strong recent hires.
  • SPORTS, ENTERTAINMENT, and MEDIA: Added two more Fuqua alumni to NBA teams.
  • SOCIAL IMPACT: From a very competitive field of other MBA programs, four Fuqua students got offers from the Bill & Melinda Gates Foundation and three from EDF Climate Corps.
  • TECHNOLOGY: An annual joint school recruiting event, Day in the Bay, was held on April 4 in San Francisco, CA, with an unprecedented number of employer participants at 43, mostly in the tech sector.

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Dear Fuqua fans,

Thank you for reinforcing how lucky we are to be part of such an engaged and vibrant community.

Since unveiling our new social icon system last week, we have heard from a number of you about the change.

One prospective student told us the brand system thinking made him excited to join our community. A current student advocated switching the yellow for blue or risk confusing folks. One alum even took the time to rework all colors to show us his idea of a better system. A couple people mentioned how much they missed the old ‘paint splatter’ icon. (We liked that one too - wish it could have stretched into a system, but that’s a week of our lives we won’t get back.)

Thank you all for sharing your thoughts here and by email. Collaboration and honest dialogue lead to great outcomes.

Your feedback has made us rethink the amount of yellow and we’ve decided to tweak the icon for the corporate account. As one alumnus noted, yellow as an accent is important to relieve the many Duke blues, but you’ve told us clearly that this much yellow isn’t representative of the school and we agree. Our new icon will look like this:image

Please keep your input coming!  We remain all ears at social-media@fuqua.duke.edu

Best wishes,
Your friendly neighborhood Community Manager

We’re a school that’s always rethinking the boundaries, and it’s no different when it comes to social media. Fuqua has been experimenting in these channels since 2008, then using what we learn to evolve our approach. While we’ll admit that in the beginning we focused purely on keeping our one account alive, we’re now full-on implementing a secret plan to transform this school into a social enterprise.

Since as anyone on Team Fuqua can tell you, social is our DNA. But we digress.

At this point in our evolution Fuqua’s reach has expanded across a multitude of social channels to foster conversations in Facebook , Twitter, Google +, Instagram and Tumblr. Our teams embedded in different countries across the world are engaging on important regional platforms like VK, Weibo and WeChat. Fuqua’s centers are sharing insights on their areas of focus and connecting leaders across industries, while functions like our library and TSC have gotten social too.

We’re incredibly proud of the collective diversity of Fuqua voices in social media, and today we unveil a new brand iconography that will support them.

What do you think? We intended to create a system that would ensure a coherent visual identity for the many different Fuqua units in Twitter and other channels, because awareness increases with consistency. The intention was to enable each Fuqua account to continue building a strong individual brand, while also connecting back to the school’s institutional brand.

Each icon is made up of two squares. One small square is Fuqua blue to represent our logo, while the larger square’s color and content adapts to the region, department or center for which the icon is intended. There is a little bit of the periodic table going on. And while we hope these icons will serve as a brand expression, we also want to create a better experience for our community, particularly for those who follow multiple channels.

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Love it? Hate it? We’re all about experimenting, so send a note to social-media@fuqua.duke.edu and tell us what you think of the new look.

Fuqua welcomes the inaugural MMS: DKU class of 2015 to campus. They will start the program here at Fuqua and finish at Duke Kunshan University in China.

One of the requirements of these students’ application process is our popular “25 Random Things” essay. Some of members of this new class are on campus this week, and we asked them to share some of their “Random Things” with us.

Melanie Goldman - Uraguay:  “I spent 6 months in Shanghai and feel nostalgic about going back.”

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Read More

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You’ve noticed that ads for the Fuqua Annual Fund are everywhere online, so you’re probably wondering whether we bought the entire internet.

We didn’t. But we *are* following you.

Behavioral retargeting is a digital marketing tactic that enables us to share a message with ‘customers’ who have already visited Fuqua’s website. This month we launched a campaign targeting our alumni to solicit their support for the Fuqua Annual Fund. Our ads will “follow” targets wherever they surf on the web, running most aggressively in June to support the end-of-fiscal-year fundraising push and then tapering off for the long term.  Compared to direct mail, which carries printing and postage costs for nearly 19,000 alumni, or broad-based advertising that might only reach a small segment of our market, this is one of the most cost-effective ways we can deliver a message to our alumni.

Here’s how it works:

We assume that most of the visitors to our alumni website are members of Fuqua’s alumni community. When our team overhauled the alumni web presence last year, web developer Andy Whitfield added remarketing code that sent website users a “cookie” that would enable us to display ads later to those folks wherever else they go on the web.

This code can be set to any duration we want this cookie to live on a user’s computer. We chose the longest duration with no exclusions (e.g. all visitors to the alumni site rather than visitors to particular pages). We’ve been building our target list of any visitor to the Fuqua alumni pages over the last couple months, which at this point is a total potential remarketing audience of about 17,000 people.

We then developed six animated display ads, divided among two message/design concepts: “Faces” which highlights personal stories from our community, and “Infographic” featuring data points on development priorities.image

We are performing A/B testing on the concepts and iterating new content based on the best-performing message and size, so that the campaign will continue refreshing for the audience.

While we are optimizing these campaigns based on relative conversions in our workflow, and also reviewing website analytics to see how these visitors engage overall, at the end of the campaign we will measure performance based on any gifts associated with those who click through the ads to Fuqua’s online giving page.

We are very interested in feedback from alumni who encounter this campaign, so please send us a note at campaigns@fuqua.duke.edu with your thoughts. If you would like to opt out from this campaign, just clear all cookies from your computer, and we will stop following you.

“Now, we realize that by tweaks to the rules of the game, governments can encourage private sector investment in a broad array of outcomes, from education and health to financial inclusion and energy efficient buildings.” - Cathy Clark, Adjunct Professor at the Center for the Advancement of Social Entrepreneurship (CASE)

CASE’s Cathy Clark was in D.C. this morning for the release of a report at the White House detailing policy recommendations to spur impact investing – investing for both financial gain and public good. The report was put together by the United States National Advisory Board on Impact Investing, of which Clark is a member.

Read Clark’s detailed break-down of the recommendations in this Q&A.