Fall 2012 Beta Gamma Sigma International Exchange

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U T R N Y E OF C LLENCE CE EX

R B ATI E L E NG C

Fall 2012

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what’s inside 2

A Message from the BGS President

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A Message from the BGS Staff

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Ethical Business Leadership in International Operations

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Beta Gamma Sigma: Celebrating a Century of Excellence

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Beta Gamma Sigma: A Brief History of the Founding of Your Society

BGS Corporate Contributors and Affiliates Beta Gamma Sigma thanks those organizations that generously support the Society’s programs and services

Beta Level Sponsors ($50,000+)

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The Honor of Beta Gamma Sigma

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The Best Women in Business

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Origins of the BGS Key

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The Value of Honor Society Membership

($25,000-49,999)

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Sharing the Honors: Beta Gamma Sigma’s Founding of Sigma Beta Delta

Bank of America

Bloomberg Businessweek Fortune

Gamma Level Sponsors

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The BGS Centennial Celebration

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Meet the Leaders of Business

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BGS Gives Back

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BGS Gives Back Day of Service

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BGS is Everywhere

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Into the Future with Ethical Business Leadership

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The BGS Student Leadership Forum

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The BGS Alumni Network

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Top Seeds Lab

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Profiling the “Best in Business”

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Alumni Chapter Activities

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Gifts from Friends

GEICO KPMG and the KPMG Foundation

Sigma Level Sponsors ($20,000-24,999) Graduate Management Admission Council (GMAC)

Others 1-800-Baskets.com 1-800-Flowers.com AACSB International AACSB Accredited Business Programs Apple Store AVIS Rent A Car System, Inc. Becker Professional Education BGS Cell Phone Discounts Corporantes, Inc. Enterprise

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Fall 2012 Volume 11, No. 2 Circulation: 102,247

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A Message from the BGS President

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elcome to the Beta Gamma Sigma Centennial Celebration! I hope you enjoy this special expanded issue of the BGS International Exchange, where we give you more information about the history of Beta Gamma Sigma, its special place within management education, and its ever-expanding role as a network of the world’s very best business graduates.

The Centennial may be upon us, but I hope you can look beneath the surface and appreciate the many months and years of preparation that have gone into making this 100th anniversary something very special. Within the BGS Board of Governors, our discussions began at least three years ago about the different ways we should celebrate, how we could offer commemorative events in which everyone could participate, and what activities could provide a real boost to the Society’s efforts going forward. I hope you’ve taken part in some of the special activities so far, and consider joining other lifetime members as we continue to celebrate over the next several months.

Most individuals reading this understand that they are lifetime members of the International Honor Society Beta Gamma Sigma, but there have been some healthy conversations about what that really means. If a business student earns the invitation to BGS and accepts, he or she joins a global network of business professionals, each of whom has earned a similar invitation for their academic achievements.

But there’s a lot more to it than that, right?

I wanted to share with all of you a very insightful question we received via email at the BGS Central Office earlier this year. Cong (Steve) Zhou, a member from the University of California, Riverside wrote: “I was talking with one of my business friends today and we had an interesting discussion. The topic is whether BGS is a professional association (or just an honor society).” Mr. Zhou went on to say that he believed that BGS was indeed a professional association because all lifetime members are business professionals with very high recognition in their academic careers, but benefits continued throughout their business careers.

Mr. Zhou’s friend held the opposing view: he believes that BGS is strictly a student honor society, because (almost) all were inducted as students and the invitation for membership came strictly because of academic success.

There is no follow-up requirement for professional success in the business world.

First I’d like to thank Mr. Zhou and his friend for having this debate and sharing it with us. At the Board level we often discuss the role of Beta Gamma Sigma beyond the business school setting, and efforts like the Alumni Network and the Center for Ethical Business Leadership are natural outcomes of the Society’s need to provide value to

members throughout their lifetimes. If our role ends with the presentation of the membership certificate and lapel pin, then we’re not doing a very good job for our lifetime members.

So, in response to the original debate, I would say that Mr. Zhou and his friend were both right. Beta Gamma Sigma is, of course, an honor society dedicated to recognizing academic excellence among students at the world’s very best business schools. This is very much in line with what other honor societies do. For instance, Phi Beta Kappa recognizes outstanding students in arts and sciences by inducting them as members.

On the other hand, BGS is probably more like a professional association for the vast majority of its members. At any one time Beta Gamma Sigma may have 7,000 to 25,000 student members on campus, but it also has more than 600,000 living members who have graduated and moved on to their professional careers. Given that you received “lifetime” membership in the Society, that membership doesn’t stop and isn’t diminished in any way once you leave campus; it is in fact enhanced by the myriad services and opportunities presented by Beta Gamma Sigma.

So one could argue that the professional association function of BGS is bigger than the honor society function, but in truth each is dependent upon the other.

This great question, as simple as it is, reminds me that we’ve got to keep working to make Beta Gamma Sigma lifetime membership more valuable each year. As we recognize and celebrate the Centennial, it’s a great time to stop and think about what our priorities should be in the Society’s second century. A stronger honor society, backed by an organization that provides true benefits throughout members’ lives, is a goal we should all support. I would love to receive your thoughts on this discussion.

William (Curt) Hunter President, Beta Gamma Sigma

A Message from the Beta Gamma Sigma Staff

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lmost a century ago, the founding fathers of Beta Gamma Sigma established the Society with the idea that an organization should be set forth to recognize the hard work and accomplishments of top business school students.

In the years and decades that have passed since its establishment, Beta Gamma Sigma has changed quite a bit. Still, the concept of recognizing excellence is a guiding force in everything we do at the Central Office of Beta Gamma Sigma.

The Mission of the International Honor Society Beta Gamma Sigma is to encourage and honor academic achievement in the study of business, to foster personal and professional excellence, to advance the values of the Society, and to serve its lifelong members.

The mission above is not one that just happens on its own. It is one that takes hard work and dedication. These are not just words. They are a call to action – one that we at the BGS Central Office have been honored to take up.

We strive to add value to membership for all Society members. Not a day passes where members of the BGS staff are not working on a project or program that ties into the core ideals and mission of the Society. At almost any given moment, staff members can be found doing any number of things that help the Society fulfill its mission, including – but by no means limited to: • Processing membership orders for new inductees into the Society; • Working with collegiate chapter advisors; • Communicating with potential new collegiate chapters; • Ironing out details for the next Student Leadership Forum; • Coordinating alumni events; • Confirming Society membership to a potential employer; • Finalizing agreements for a new member benefit; • Fulfilling an order from the BGS Store; and even • Writing articles for the Society’s various online and print publications.

We are a relatively small staff, but we somehow manage to accomplish quite a bit.

While none of us were there in the earliest days of the Society (though some of us are certainly closer to that than others) we have all adopted the mission and the spirit set forth by the founding fathers of the Society. It is our honor and pleasure to do our part to carry the torch that was first lit in 1913 into its second century.

BGS is a growing and ever-evolving organization. We are excited to see what challenges and triumphs await the Society in the course of the next 100 years. And while we all realize that none of us will be around for the bicentennial, we can’t help but look ahead and ponder what the Society will become. The exact size and shape that the Society may one day take is hard to predict, but we are confident that at its core will always be a band of hard-working and dedicated souls striving to continue to add value to lifetime membership.

We hope that you will join us in celebrating the momentous occasion that is the BGS Centennial. We’ve worked – and will continue to work – hard to make membership valuable for you and all the lifetime members yet to come.

Ethical Business Leadership in International Operations By: David Blake, Director of the Beta Gamma Sigma Center for Ethical Business Leadership

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s we have noted in previous articles, ethical dilemmas are by definition complex and often controversial. They present substantial challenges for leadership, management and business behavior. This complexity is exacerbated with the globalization of business, the international reach of individual corporations and the multinational responsibilities of their employees, their business partners and their customers.

The global scope of business brings into play multiple factors of diversity and often conflict including values, behavioral patterns, religious beliefs, governmental rules and regulations, historically developed societal mores and customs, culture and the very notion of how business should be conducted. These factors influence international business transactions at any and every level of the business organization. Thus, there is a need for ethical leadership at all levels of a business as these challenges can appear at any time and any place in the international firm.

With these issues in mind, the Beta Gamma Sigma Center for Ethical Business Leadership (EBL) sponsored a panel on Ethical Business Leadership in International Operations on April 24, 2012. Our outstanding panelists included:

The panel addressed many issues, but this article focuses on the role of leadership, including the critical function of hiring and supporting the right people. It is vital to help them to be effective ethical stewards and upholders of the company’s integrity in this culturally diverse and competitive global context.

The ethical challenges facing companies doing business internationally are founded in the conflict of the ethical standards of the firm; the cultural mores, governmental laws and regulations and behavioral expectations of the home country of the firm; the cultural and business context of each of the other countries where it operates internationally; and the shortsightedness and weaknesses of human beings.

Hiring and Reinforcing Ethical Leadership

The panelists agreed that leadership is essential to an effective approach to the ethical issues faced in international business, and this leadership must be dispersed throughout the organization – domestic and international. As Weston stated, even with all the policies and procedures in place, the bottom line is leadership.

“If you don’t have ethical leadership in the various levels in the company and with the various foreign subsidiaries, then the hiring of good employees or bad employees is really going to be sort of irrelevant,” he explained.

A key question then is how a company goes about • Larry C. Boyd, Executive Vice President and General hiring and encouraging people who will exercise good Counsel, Ingram Micro, Inc. ethical leadership no matter what position they occupy in • Rebecca Walker, Partner, Kaplan & Walker LLP the corporation. Obviously, thoroughly diligent background • Ray Weston, Vice President and General Counsel, Taco checking needs to be done, but it is not that simple. In some areas of the world, there are prohibitions about the kind of Bell Corp. information one can seek or use in the process of hiring or even evaluating existing employees.

The U.S. and some states have certain proscriptions on what can be asked of an applicant. The European Union has an even Corruption more extensive protection of privacy rights • Bribing government officials to obtain business or further operations in employment matters. Thus, sometimes information important to judging a person’s • Facilitating payments to expedite business activities ethical compass is not possible to obtain • Side deals to control or allocate markets without violating a privacy law.

• Side deals between individuals for personal enrichment Corporations with international • Misappropriation and stealing of corporate resources for personal gain operations most often hire local people or • Abusing the power of position to gain personal favors from subordinates third country nationals for many of their Unsafe or poor performance of business activities managerial and supervisory positions. These • Dangerous or poor working conditions for employees searches are usually conducted by the local • Product or process safety and reliability human resources organization as they are • Environmental degradation and pollution more effective in finding and vetting potential Stealing or misuse of intellectual property candidates and they often have a better Lack of financial integrity understanding of the local environment. Such Ethical transgressions of suppliers, contract manufacturers, other is the case at Taco Bell. business partners, and customers “We typically use a dual-prong

Critical Ethical Issues in International Business •

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approach,” Weston explained. “One, is that a lot of the hiring is driven by the local HR organization and the local leaders of the business unit. Then, if the person is senior enough, some of us that are involved in the international leadership of multiple markets will get involved in interviewing them to ensure that they fit with the corporate culture and to make sure that they have the skills that they need to come to the U.S. and be able to interact with senior U.S. executives.

“You’re never 100 percent right on these decisions, but I would’ve hated to have had just the Americans interviewing.

I think that would be a pretty bad process. But by the same token, I think that there are certain skills above a certain level that people in a foreign country are going to need in order to work for a Western company.”

Boyd also urges the assurance of an ethics policy consistency across the international company in all of its units and functions, and this must be reflected in a decentralized, non-headquarter directed hiring process.

“You have to have a very strong HR function that has good standards and consistent standards throughout the company,” Boyd told the panel. “You should always have a strong linkage between your legal and compliance functions and your human resources function. They should be natural teammates, both in terms of ferreting out problems and preventing problems by hiring and training the right people.”

Additionally, Walker is concerned about incorporating ethical behavior and effectiveness into performance reviews and promotion decisions. This is especially important for employees being considered for their initial assignments to a supervisory or director/officer role. It is essential to ensure they are committed to and knowledgeable about company ethics policies to better guide those for whom they are responsible.

But for ethical behavior to truly be reinforced, Walker believes that it must be part of the evaluation process throughout the organization.

“The way in which they do the company’s business is as important as how much business they do and that’s something they’ll be evaluated on,” Walker explained. “That will help determine their pay and their bonus and will be a serious factor for consideration as they advance through the organization. That’s an area where I think we’ve made some progress, but most organizations could do better at that.”

She and other panelists also recognize that companies sometimes struggle with how to factor ethical behavior and leadership into the compensation system. For example, is ethical behavior to be rewarded when that is the expected norm and is thus part of the employment agreement?

Panelists (L to R): Larry C. Boyd, Executive Vice President and General Counsel, Ingram Micro, Inc.; Rebecca Walker, Partner, Kaplan & Walker LLP; Ray Weston, Vice President and General Counsel, Taco Bell Corp.

It seems a bit contradictory – if not odd – to reward people for something that the company expects every employee to live by all the time. Along similar lines, how should a company respond to an employee who misses established business targets because of a refusal to engage in unethical behavior?

Making Ethical Leadership Count “Obviously someone can put in place a lot of policies and procedures for hiring employees, but the bottom line to me is leadership,” said Weston. “Senior executives in leadership have to have a really high standard of ethics and integrity, and not just dot the ‘i’s’ and cross the ‘t’s’ and follow the Foreign Corrupt Practices Act.” Weston sees ethical leadership as an active role. It is one that asks questions, seeks to understand issues – both real and potential – and shows interest in how colleagues do or will cope with ethical issues that might affect the company.

A passive approach to ethics and leadership in international situations sends the message to host country employees that, as long as you do your job, it is business as usual, but please don’t tell the boss about what compromises you have to make.

Leadership needs to know what the potential ethical issues are so that options can be identified, plans developed, decisions made and standards upheld and reinforced at all times.

Often, there is a tendency in international business not to bother the overseas manager who is excelling strictly in business terms. She/he is the local expert, understands the environment, and is succeeding, so no need for higher level management to get involved. Boyd is concerned about this approach, for in many parts of the world ethical challenges are endemic to the local business environment and sometimes business is just too good to be true.

“I’ve had very pointed conversations with managing directors of countries,” Boyd said. “You know that their business environment is very challenging. And yet, internal audit goes in there, they find nothing – you know, report after report is green, green, green. There are no yellows, and certainly no reds.

“And I’ve sat down with them before, and I’ve said, ‘You guys are doing great here. I’m worried. Nothing ever goes wrong. Why is that? I know what kind of business environment you’re dealing with, I know what it’s like out there. Why aren’t our people making mistakes? Are we really

that good?’”

Boyd takes an active role in forwarding news reports or journal analyses to top overseas managers to get their view on potential ethical problems. This is not micromanaging. It is paying attention and making sure that local management is doing likewise.

One of the most important tasks of ethical business leadership is to clearly state ethics policies; ensure their relevance, importance and active adherence; and build a selfreinforcing ethical culture for the company as a whole. This needs to be done at the highest level of the company. This overall framework, however, is not enough, for a company’s various subsidiaries, divisions and units should be encouraged to develop their own ethics culture and policies that, while consistent with the company-wide approach, takes into account more local issues and needs.

While ethics policies should be reviewed periodically, an ethics standard stakes out a position – a code for the company, division or function to live by. It is a stance, not a negotiating position. All three panelists have experienced the significant advantages of such statements in international business situations.

Weston identified three benefits.

First, a clear message is sent to existing and potential business partners that the ethics policy directs employee behavior. Attempts to violate or bend that behavior will not happen, so don’t ask or try to corrupt.

Second, in many countries where corruption is too often the way of life, a clear ethics policy attracts talent who do not want to have to engage in shady or unethical behavior to be successful. The employees can say “no” with confidence that their position will be upheld. As a result, many subsidiaries of international companies in some of the more corruptionprone countries of the world have seen the quality of the hiring pool increase significantly.

Third, by adhering to the ethics standards, companies are more able to predict the real costs of doing business by strict adherence to the law as opposed to the fuzzy figures when unethical practices are the norm.

To reinforce and support ethical behavior, stories of a particularly noteworthy ethical action can and should become part of a company’s lore to set an example. Such has become the case at Ingram-Micro. Several years ago, a regional manager walked away from a very lucrative line of business, which it had recently acquired as part of a broader acquisition, because it would have required price collusion with competitors.

“The lay of the land in those three or four countries was, ‘If you want to sell that type of product in this country, you’ve got to scratch my back. And then I’ll scratch yours.

But you’ve got to do something on the side for me, or I won’t give you an order,’” recalled Boyd. “We were doing about $400 million worth of business a year in that business segment. After he made that decision, we went down to about $150 million a year, so it was a huge hit. It was (seemingly) a career-ending move for the regional president that did that. He’s now our CEO. It sent a real message to the rest of the organization that these guys really mean it.”

The panelists agreed strongly that ethical expectations and guidance should be pushed down deep within the organization, for corruption as well as the responsibility for ethical operations take place at geographically and

functionally localized levels. Employees throughout the organization need to see potential ethical conflicts early on and know how to deal with them swiftly.

As a result, companies are increasingly providing training in ethical management at the first-line supervisory level where problems most often arise first. Moreover, experience and research have shown that employees prefer to report potential ethical problems to their immediate or other close-at-hand management as these are the people they know and trust. They much less frequently use anonymous, far-away, corporate-sponsored hotlines.

Consequently, as Walker noted, international companies are designating local ethics or compliance officers who, in addition to their regular, non-compliance or ethics-related jobs, have been trained in providing ethical support and response to colleagues.

“The employee who’s working on the factory floor in Europe or in Asia is so far removed from the CEO at headquarters that that “tone at the top” becomes somewhat meaningless,” Walker stated. “When they think about management and leadership, they’re not thinking about the folks at corporate headquarters. They’re thinking about the leadership at their country level or factory level or office level.”

Another useful, though underutilized, tool is information sharing – both within the company and with other companies. With instant electronic communication and real-time video transmission, ethical issues in one country or facility can spread rapidly around the world. Experiences and lessons learned in one country can quickly inform and influence practices at companies far and wide as they too face similar issues.

As Walker pointed out, ethics is not – nor should it be – an area of competition.

“Companies within the same industry, companies in different industries, companies of similar size – they’re willing to talk with each other about their compliance strategies, about what seems to be working,” Walker said.

“There’s not the same need for secretiveness, for protection of strategies. It benefits everyone if your competitors have good compliance programs, if other companies in your area and in your locations around the world have good compliance programs, if your business partners have good compliance programs. We all benefit.”

Conclusion There are many complexities for businesses operating internationally. However, a strong ethical compass, backed by policies to implement, is good for corporations in the long-term and also good for supporting the concept of private business participation in the world’s economy.

Active ethical leadership up and down the international business organization is an essential ingredient in establishing organizations that are welcomed and successful.

Video excerpts from the panel discussion, along with a variety of other resources, are available at the BGS Center for Ethical Business Leadership.

Beta Gamma Sigma Celebrating a Century of Excellence

LEBRATIN E C G

We hope that you will join us in celebrating the Society’s Centennial, and that you’ll take this opportunity to form a deeper relationship with Beta Gamma Sigma. After all, this is your honor society, and we are happy to have you as part of the “Best in Business.”

si n e u B n i t s e The B

LLENCE CE EX

As you may know, Beta Gamma Sigma will mark its 100th year as an Honor Society in 2013. Given this momentous occasion, Beta Gamma Sigma thought it appropriate to dedicate this issue of the BGS International Exchange to exploring the TURY N E OF Society, including where it has C A been, what it is doing now, and where it is going in the future.

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bgs international exchange FALL 2012 www.betagammasigma.org 7

Beta Gamma Sigma A brief history of the founding of your Society

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eta Gamma Sigma was formed as a national organization on Feb. 19, 1913, from the merger of three campus organizations at the University of Wisconsin (Beta Gamma Sigma), University of Illinois (Delta Kappa Chi) and University of California (the Economics Club).

According to Prof. Fayette H. Elwell (the first grand president of the national organization) in his book The First 50 Years of Beta Gamma Sigma, BGS owes its beginnings to an idea presented by Alfred L. Sommers, a 1907 senior in the School of Commerce at the University of Wisconsin.

He proposed the development of an honorary fraternity to Prof. D. Earle Burchell. With Burchell’s blessing, Sommers forwarded the idea to William A. Scott (then director of the School of Commerce) and Stephen W. Gilman (another professor in the school). These three “top” professors encouraged Sommers to go forward with his idea.

According to Elwell, “It was voted to have a name consisting of Greek words having as their first letters the initials of the three professors: Burchell, Gilman and Scott – the alphabetical order was followed so no one might be

CHARTER MEMBERS OF BETA GAMMA SIGMA, UNIVERSITY OF WISCONSIN

1910

offended by his position in the combination of letters.” There was no meaning given to the letters until the founding of the national organization in 1913, when a professor in the Greek Department assigned Bebaeos (which signifies honor), Gnosis (meaning wisdom) and Spoude (meaning earnestness) to the initials.

At approximately the same time, the Economics Club on the campus of the University of California had D. Earle formed for a similar purpose: “It is Burchell regarded chiefly as an honor society, its members being chosen from those students who Stephen W. have proven Gilman their ability and interest in Economic work.” Referring to the years 1912-13, the California Annual wrote: “The measure of a William departmental honor A. Scott society is its value to the college it represents.

The Economics Club, then, is an honor society in the best sense of the word.”

At the University of Illinois in 1910, a group of high-achieving students came together to form Delta Kappa Chi, which was “destined to bear the same relation to students in the business courses as Phi Beta Kappa bears to students in the College of Literature and Arts,” according to the University of Illinois’ Alumni Quarterly.

February 19, 1913 Beta Gamma Sigma is established as a national organization. Prof. Fayette H. Elwell, University of Wisconsin, is named as the first president.

April 17, 1915 A BGS handshake, or “grip,” had been used at U of Illinois. It is decided at the 2nd biennial convention that there will be no official grip for BGS. BGS has a cash balance of $69.51.

May 18, 1917 Columbia University is installed as the fifth BGS chapter.

March 1918 First issue of the Exchange is published.

January 14, 1916 The Wharton School, University of Pennsylvania establishes the fourth BGS chapter.

The first meeting to discuss the consolidation of Beta Gamma Sigma and Delta Kappa Chi was held in Chicago during the Christmas holidays of 1910. Apparently the results of this first meeting were unsatisfactory to both parties, but the effort continued the following years. For instance, there was a compromise proposed by the local Beta Gamma Sigma at the University of Wisconsin that the name be changed to Beta Gamma Delta. The officers of Delta Kappa Chi responded, “There is no reason why we should have you give up a CHARTER MEMBERS OF DELTA KAPPA CHI, letter.”

UNIVERSITY OF ILLINOIS In January 1913, the local officers of Beta Gamma Sigma at Wisconsin received notice On Feb. 19, 2013, Beta Gamma Sigma from The Economics Club at the University of California will mark its 100th year as an academic that they, too, would like to be a charter chapter of the new honor society. While BGS will certainly national Beta Gamma Sigma. It was agreed that they should continue to grow and evolve in its second be invited to take part. century, some things will hold true: The successful meeting to organize one national scholarship honor society in business and commerce was • Beta Gamma Sigma will stay true to its held on Feb. 19, 1913 – the recognized founding date of founding values of Honor, Wisdom and what has become the International Honor Society Beta Earnestness.

Gamma Sigma. The officers were elected, the design of the new key insignia was approved, and for the first time Beta • The Society will continue to fulfill Gamma Sigma was something more than a local club. its mission: to encourage and honor At around the same time BGS was formed, there were academic achievement in the study other organizations in commerce schools that were labeling of business, to foster personal and themselves as honorary societies. The American Association professional excellence, to advance the of Collegiate Schools of Business (now known as AACSB values of the Society, and to serve its International) considered the situation of overlapping honor lifelong members. societies for business at its 1919 convention. BGS took the opportunity to contact AACSB and let its officers know the • Lifetime Membership in Beta Gamma high standards of the six-year-old national honor society.

Sigma will continue to be the highest In 1921, BGS and AACSB reached the following recognition a business student agreement: “The American Association of Collegiate anywhere in the world can receive Schools of Business would recognize no other honor in a baccalaureate or post-baccalaureate program society in Commerce if Beta Gamma Sigma would accredited by AACSB International – The Association establish chapters only in institutions meeting the to Advance Collegiate Schools of Business membership requirements of the Association.”

This exclusive relationship continues today.

“Success is not to be measured by income but by influence, not by power but by personality, not by capital but by character.”

Stephen W. Gilman One of the professors who founded Beta Gamma Sigma at the University of Wisconsin

1920 February 1921 Induction fee $6

November 1921 AACSB recognizes BGS as the exclusive honor society for AACSB accredited business schools.

June 1921 BGS has a cash balance of $80.00.

December 1929 By the end of the decade of the 1920s, BGS has established 29 chapters in 22 states across the country. Steady growth continues into the next decades, with 16 new chapters established in the 1930s and nine more in the 1940s.

The Honor of Beta Gamma Sigma

Taking a Look at the Past, Present and Future of the International Business Honor Society During its Centennial Year By: Katherine Davis, BGS Communications Associate

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ne hundred years ago, a group of men from different universities met in Madison, Wis., to nationalize one common business honor society. Representatives from three different societies brought their common goals together, merged their individual societies into one and named it Beta Gamma Sigma.

Shortly thereafter, Professor F. H. Elwell of the University of Wisconsin was elected as the first president of Beta Gamma Sigma, and a key insignia was approved. With a mission of recognizing business excellence, members were to adhere to BGS’s pursuits of honor, wisdom and earnestness. Membership was to be a lifelong commitment.

Commitment to the Society

One man’s BGS membership of over 40 years has led him through a few different levels of service to the Society.

Jim Weeks, dean emeritus and professor emeritus of the Bryan School of Business and Economics at The University of North Carolina Greensboro and member of the BGS Board of Governors from 2004 to 2012, has long been known for his commitment to Beta Gamma Sigma. Before he retired as dean, he oversaw a campaign that raised funds so that future UNCG business students could join honor society chapters, particularly Beta Gamma Sigma, without charge.

Weeks believes this campaign was a success because people take pride in a school that values excellence. He remembers when he was initially asked to join Beta Gamma Sigma.

“I really wasn’t given much of a choice. My dean (from East Carolina University) told me, ‘You don’t get this opportunity but once in a life. You either take advantage of it, or you don’t,’” Weeks said. “I don’t think I fully appreciated it at that point in time, but I knew it was something big or I wouldn’t have received a phone call from the dean. Since

1930

that time, I’ve been inducted into several academic societies, but nothing that compares to BGS in my view.”

Little did Weeks know that his initial commitment to BGS was going to lead to a life of serving the Society.

After teaching at Pembroke State University, Weeks went to UNCG and eventually became the business school’s associate dean in the 1980’s.

During that time, the Bryan School was accredited by AACSB, which was the first step in its process of obtaining a BGS chapter. Weeks took on the role of starting a chapter on campus, serving as its chapter advisor.

“It was an opportunity to get to know our best and brightest students and to see their parents’ pride in their academic success and recognition,” he said. “I’ve really had an evolving involvement over the years, and I’ve thoroughly enjoyed it. I felt like, at each step of the way, I was able to make a contribution.”

February 1932 BGS constitution is changed to allow female members.

April 1930 BGS has a cash balance of $6,110.30.

November 5, 1932 The BGS Alumni Chapter in New York City is established (BGS’s first alumni chapter).

April 29, 1933 Beta Gamma Sigma merges with the female honor society Gamma Epsilon Pi.

August 1, 1937 Because of the Society’s lack of funds during the on-going Great Depression, T.R. Snavely, grand president of BGS from 1936-39, is asked to pay his own way from Virginia to California for the BGS Convention.

During that Convention the induction fee is reduced from $10 to $6.

BGS + MBA = WU If you’re a member of Beta Gamma Sigma and are looking for an MBA program with the same high standards, then consider Willamette University’s Early Career and Career Change MBA. Our rigorous, yet exhilarating curriculum is designed for those who wish to serve both business and society.

Willamette University’s Atkinson Graduate School of Management prepares students for successful careers in business, government and not-for-profit organizations.

For more information visit willamette.edu/mba

Scholarships are available for BGS members.

Diversifying the Membership

Beta Gamma Sigma made a significant step forward in 1932 when Gamma Epsilon Pi, the national women’s honor society for business, became part of Beta Gamma Sigma and the restriction to inducting women was permanently removed. Between 1932 and 1952, there were 3,169 female members inducted into the Society.

As of October 2012, Beta Gamma Sigma has seen a total of 292,973 female inductees, and during the 2011-2012 induction year, females made up 45% of new BGS inductees.

Sara Freedman, professor and former dean at the Spears School of Business at Oklahoma State University, served as the first female president of Beta Gamma Sigma from 2004 to 2006.

When she joined the board and later served as president, Freedman knew BGS was progressing towards its future.

“I was pleased in the sense that we certainly have a lot of female members, and I thought it was important that

1940 March 31, 1942 BGS has a total equity of $42,199.33.

the organization recognized that by having someone in the position who was female,” Freedman said. “Coincidentally, Carolyn Woo (then dean at the University of Notre Dame) had become the first female president of AACSB at that time.

So, we were kind of markers that showed business schools and organizations were moving forward. It was certainly noteworthy.”

The Society progressed in other ways throughout its 100 years.

As thinking and values changed, so, too, did the representation in BGS membership change.

Quiester Craig, dean at North Carolina A&T State University, served as BGS president from 2000 to 2002.

During his tenure, he made sure students at his business school – as well as the students and officials of other Historically Black Colleges and Universities (HBCU) – understood the significance that BGS membership could bring to an education.

March 1944 BGS installs its 50th chapter at University of Mississippi.

August 1, 1942 Induction fee is reduced to $5.

May 24, 1946 BGS holds its Triennial Meeting a year late; it was originally scheduled to be held in April 1945. However, the U.S. Office of Defense Administration said it was not feasible for BGS or AACSB to hold a meeting in April 1945 because of WWII.

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“(I’m) very proud of A&T, not only because of its school of business, but because of its Civil Rights legacy, the whole history of this university in Gamma Epsilon Pi had been formed in 1918 as the women’s honor society terms of the Civil Rights, the citizens for schools accredited by AACSB because women were not allowed to be around here and a lot of other things inducted into Beta Gamma Sigma. In 1932 Beta Gamma Sigma lifted its that (began) in the 1960s,” Craig restriction to inducting women, so action was taken to merge Gamma said. “But in the final analysis, you Epsilon Pi and Beta Gamma want to have something that further Sigma. The 983 members distinguishes you. Some people, of Gamma Epsilon Pi were maybe, might not be as aware of North inducted as lifetime members of Beta Gamma Sigma.

Carolina A&T as they should be, but they’re aware of BGS. And that makes In the 1933-34 issue of the a big difference.”

Exchange, J. Anderson Because of his position as Fitzgerald, grand president of president, Craig was also able to share BGS, wrote: “To all members this message with students at many of Gamma Epsilon Pi, on other business schools. He wanted behalf of Beta Gamma to make sure that no one took an Sigma I welcome you most invitation to BGS for granted. heartily. Beta Gamma Sigma “One thing that I maybe leaned will be greater and more on a little harder was to make certain useful because you have that smaller schools, predominantly joined hands and hearts with us. Under the terms of minority schools, got involved and the merger agreement each took advantage of (their) eligibility of you is now a full-fledged member…Congratulations to with Beta Gamma Sigma,” he said. us and much joy to you!”

“I would call up the school and say, ‘You want this. You can afford to go everywhere. You can afford this.’ So you can call that a perspective, but I think it was more or less a mandate.”

Overall though, Craig believed he was simply another John Fernandes, president and CEO of AACSB and part of the BGS team and that his election as the first black past member of the BGS Board, sees the AACSB and BGS president was only an eventual step that the Society was relationship as one that is more than just mutually beneficial. bound to take.

“It’s always been true that, as AACSB goes, so goes BGS. “As far as the leadership and so forth, I was part of a If we grow the number of our accredited schools, BGS grows team,” Craig added. “I just happened to be from an HBCU. the number of its members,” said Fernandes. “I think there The thing that makes you want to stay active with BGS, even are some basic important principles from each organization after your presidency or after your board term has ended, is that coincide. We actually mention cross-membership in our if you believe in what you are doing. It’s easier to carve out bylaws, so AACSB and BGS have basically been joined at the time for those things that you truly believe in.” hip for about 100 years.”

And, as Fernandes pointed out, both have the ultimate BGS and AACSB goal—to recognize business excellence.

Beta Gamma Sigma’s original officers began seeking “BGS recognizes the best students in business schools recognition from AACSB in 1919. In 1921, the Society and with very high standards, and AACSB recognizes the very AACSB reached an agreement that Beta Gamma Sigma would best schools in the world,” he said. “So, there’s a consistent only install its new chapters at schools of business recognized by and parallel mission that we have towards achieving AACSB. In turn, BGS would be the exclusive scholastic honor excellence in management education, study and performance society recognized by the accrediting organization. and, especially, execution.”

Continued on Page 14

1950 April 1955 There are 64 active chapters and a total membership of 28,684.

December 1959 The 1950s sees the biggest increase in collegiate chapters to date, with the establishment of 25 new chapters.

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Honor of BGS (continued from page 12)

Growth of Beta Gamma Sigma

Origins of the BGS Key

Today, BGS has grown to international Officially created in 1913, the BGS key features Greek letters status. With more than 700,000 members in that represent Beta Gamma Sigma. It follows the fashion of over 160 countries and over 500 collegiate many societies’ symbols by taking the key shape. chapters on six continents, Beta Gamma The first president of Beta Gamma Sigma, Fayette Elwell, Sigma has become the world’s first truly wrote to many different jewelry manufacturers in March 1913, global honor society. explaining what style and creation method was desired for the “When I became president, BGS key: Beta Gamma Sigma was a national organization,” recalled Jim Bearden, It is our intention that only one die would be made and that the various chapters would order from the same house. I mention former dean at East Carolina University this because we desire you to give careful attention to the designing of and president of Beta Gamma Sigma the emblem. The letters are to be raised and are to be of polished gold. The from 1986 to 1990. “It was during that rest of the charm is to be of dull gold. time when I got to see our first chapter outside of the United States created But where did this key idea originate? According to Robert W. Storm in his at (University of Calgary). We are far 1973 transcript, “In Token of Friendship: Early Fraternity Medals at the College beyond the borders of this country now. of William and Mary,” the first honor society emblem was not, in fact, a key but “As I read the publications that rather a silver medallion. Crafted for the honor society Phi Beta Kappa in the late 18th century, it was much larger than today’s key style and had a loop cut come out of (the BGS) office now, it’s integrally on top of its body, so that ribbons could be strung through it for wear. regularly noted of a new program or new school or entity that has a Beta Eventually, the medallion was made smaller, and members started Gamma Sigma touch to it. That’s a good wearing the insignias on their watch chains as charms, or “fobs,” move, I think. Not only does it enhance instead of around their necks. Later, in the 19th century posts, or our own standing as an honor society, “stems,” were added to the fobs so that they could be used to wind but it does, in fact, enhance the whole pocket watches. notion of higher education and how it relates to excellence.”

Joseph DiAngelo, 2012-13 AACSB board chair, dean of the Erivan K. we have to be constantly vigilant,” said DiAngelo. “We need Haub School of Business at Saint Joseph’s University and to educate people on what BGS represents and why it’s so a past BGS Board member, believes that discussions on significant. It must be one of the primary goals. International international expansion should be at the forefront of future growth is just going to make the level of recognition in the thinking for BGS and its movement into the second century.

Society so much more prestigious because it’s reaching “Approximately 35 initial accreditation visits (schools every area of the world. If we can figure out how to increase trying to earn AACSB accreditation in business) will be networking opportunities for those who’ve been inducted, conducted next year. Only four of those are in the United especially for those outside of the U.S., then I think that’s a States,” DiAngelo explained. special plus.”

He said that BGS, if it wants to remain continually relevant and grow into the future, must continue to evolve The Centennial and Beyond into an internationally-focused Society. Many cultures, as he As Beta Gamma Sigma enters its second century of pointed out, do not understand the concept of honor societies recognizing business excellence, those connected with the or have no history of them. As he sees it, this is another Society – whether members, staff, the Board of Governors, challenge for Beta Gamma Sigma in terms of marketing itself business deans or others – are both remembering its long to an international audience.

“The education process is constant and ongoing, and

Continued on Page 16

1960

December 1963 The first BGS National Honorees are named. These are now the BGS International Honoree Awards.

April 1963 Induction fee is increased to $7.50.

April 1961 The National Office of BGS relocates to St. Louis, Mo, where it is still located today.

June 1965 BGS inducts 2,800+ members for FY 1964-65, bringing the total number of lifetime members to more than 50,000 since 1913.

February 19, 1963 Beta Gamma Sigma reaches its 50th anniversary.

12 bgs international exchange FALL 2012 www.betagammasigma.org

October 1968 The induction fee is raised to $10.00.

October 1967 BGS implements doctoral degree fellowship program with a stipend of $6,000.

May 1967 NYC Alumni Chapter has over 780 dues paying members, with more than 400 attending the chapter’s Deans’ Night event.

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Honor of BGS (continued from page 14)

history and contemplating what this centennial mark will mean for BGS’s future.

Central to these discussions are ideas to keep members connected and involved, while offering more value to members both in the States and elsewhere.

During her time on the Board, and certainly as president of BGS, one of Freedman’s biggest to-do list items involved creating and encouraging alumni-focused networking.

“We had the chapter for alums up in New York for years, but they had pretty much been on their own. We hadn’t done that much to network with them,” Freedman said. “A major priority while I was president was to expand alumni chapters in multiple cities. It was seen as a benefit for members after they graduated. We hoped it would give members the opportunity to network outside of their jobs and the people they worked with every day.”

Weeks believes that BGS strives to go above and beyond its basic obligations.

“I don’t know of another collegiate society that stays in touch with its members or tries to deliver services and make something valuable for members as much as BGS has done and continues to do,” Weeks said.

The Society’s focus on bringing additional value to its members, and to the larger world of business, has stemmed from its mission and its dedication to serving its lifelong members. Also critical to the Society’s continued growth has been its core values of honor, wisdom and earnestness.

“The thing that has allowed Beta Gamma Sigma to reach this milestone coming up in 2013 has been its values and has been what it represents in the area,” said Craig. “What difference did Beta Gamma Sigma make? What difference did it make in the lives of students? What difference did it make in the universities that had BGS chapters? What difference did it make to business and industry, and what difference did it make to this global economy? I think, if BGS started listing that, the list would be long. And it’d be one that all of us would be extremely proud of.”

Weeks pointed out that even just celebrating 100 years is no small feat.

“How many organizations have been around for 100 years? I’ve participated in the 50th anniversary of some

1970

October 1973 BGS converts to machineimprinted membership certificates. Previously the certificates were done by hand calligraphy (by nuns).

October 1971 The “Ritual Committee” of the Executive Committee recommends using “person” instead of “man” in the BGS Ritual as appropriate. In 1973 the committee eliminates the use of “he” and “his” in the Ritual.

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companies in my area, but not many even reach that milestone,” said Weeks. “When you look at an organization that’s celebrating 100 years, I think that’s a remarkable statement that they are truly passing the market test. You don’t survive that long unless people value what you’re doing.”

Weeks believes it will be a challenge, but a positive one, to keep the honor society fresh and relevant into its second century.

“Who knows for sure what the next 100 years will be like? I think that as long as the organization continues to focus on the values it has, adds even more value to its membership and is open to being flexible and adaptive, the Society will see another celebration 100 years from now.”

April 1975 BGS inducts its 100,000th lifetime member.

April 1977 BGS Board approves the first BGS National Seminar (precursor of the current Student Leadership Forum program).

April 1976 BGS Board of Governors meets for the first time.

April 1979 For the first time in its history, BGS inducts more than 10,000 members in a single year, inducting 11,391 lifetime members in FY 1978-79.

The Value of Honor Society Membership

By: Tim Weatherby, BGS Associate Executive Director

I

n 1913, students of commerce (business) at the Universities of California, Wisconsin and Illinois came together to create Beta Gamma Sigma as a national honor society. They recognized the value of recognition for their academic achievements, and the establishment of the Society on the three campuses was the beginning of its 100 years of service to members. There was no question that those first inductees saw the importance of being recognized among this select group of business scholars.

Fast forward to 1963 – Beta Gamma Sigma’s 50th year – and business schools had come a long way. So too, in fact, had the honor society movement. While Beta Gamma Sigma had grown to approximately 90 active chapters at AACSB accredited business schools across the country, many more honor societies had been established to recognize student achievement in other disciplines. For instance, Alpha Chi was established as a general honor society in 1922; Psi Chi, the psychology honor society, was established in 1929; and Gamma Theta Upsilon was established as a geography honor society in 1931. Outstanding faculty from a variety of disciplines saw a need to highlight their very best students, and in this period many honor societies were born.

There is little question that the best students of business – and other disciplines, as well – saw honor society membership as a very meaningful achievement in the first half of the 20th century. Given the rapid growth in both the number of chapters and members inducted throughout the 1960s and 1970s, there is strong evidence to conclude that honor society membership continued as a valued goal and outcome for those who earned the BGS key.

However, many things were changing on America’s college campuses, and indeed around the world, as technology began to make the world a smaller place. With that change, competition began to creep in as more and more internal and external forces began recognizing and

congratulating the top students, regardless of discipline, within business schools.

One truly damaging trend was that several pseudo-honor societies popped up, creating diminished value in the minds of many towards the traditional honor societies. Even those with long traditions like Phi Beta Kappa, Tau Beta Pi (engineering), and Beta Gamma Sigma suffered from a kind of honor society fatigue, as one offer of membership seemed just as good as any other.

For the first time, many students began questioning the value of honor society membership. Many began asking the question, “Is there value for me to be a part of this group?”

Honor societies like Beta Gamma Sigma adjusted and evolved, creating value in things like lifetime membership that other lesser societies did not. By the end of the 1990s Beta Gamma Sigma was promising to remain a valuable resource for its members long after graduation; to provide benefits and services to its alumni members wherever they existed in the world. The establishment of the Alumni Network and the expansion of the list of affiliate member benefits are two results of this change.

These changes set Beta Gamma Sigma apart and once again signaled to the Society’s potential members that the Society believed in and was promoting a lifelong connection.

April 1986 BGS institutes the Medallion for Entrepreneurship.

1980

April 1986 Engineering students at the U of Alabama Birmingham design new BGS bronze key.

July 29, 1985 Story Musgrave, NASA astronaut and BGS honorary member from Syracuse U., takes a BGS key into space aboard the Space Shuttle Challenger.

January 1988 BGS Board of Governors approves the Scholarship Program. As of 2012, BGS and its member deans have awarded more than $1.8 million in scholarship funds to BGS student members.

March 1988 BGS inducts its 250,000th lifetime member.

June 26, 1989 BGS installs its first chapter outside the U.S. at the University of Calgary.

bgs international exchange FALL 2012 www.betagammasigma.org 17

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In addition, BGS in 1988 established its first chapter outside the United States. The Society now has more than 50 chapters outside the U.S., and its future growth is tied heavily to global expansion. A few other honor societies have done the same, although it has been a slow and difficult process. Golden Key, which is a general society covering all academic fields, has worked over the last several years to expand its collegiate chapter roster to include schools outside the United States. Many other outstanding societies are studying whether global expansion makes sense for them in the future, so this is an area where Beta Gamma Sigma has taken the lead. BGS is a truly international honor society, having established chapters in more than 20 countries and

1990

May 1993 BGS has a total of 281 collegiate chapters in the U.S. and Canada.

January 1994 The BGS Board establishes Sigma Beta Delta, the honor society for schools with regional accreditation, but not specialized accreditation in business.

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with members residing in nearly every nation on earth.

However, the creation and maintenance of a valuable global presence for members hasn’t been easy, and it will create many additional challenges in the future. Potential members in other countries have little knowledge of the value of membership. While honor societies have been a fixture on American college campuses for the last 100 years, those overseas have only been exposed to BGS and a few others for the last decade. There is a sense by many that this is an “American” recognition, not something valuable to top students in other places.

Once again Beta Gamma Sigma has been challenged with ensuring that lifetime membership is relevant and valuable

January 22, 1999 The San Diego Area Alumni Chapter is established.

February 1998 BGS launches its first website.

January 9, 1998 The second BGS alumni chapter – the Los Angeles Area Alumni Chapter – is established.

June 18, 1999 The Washington, DC Area Alumni Chapter is established.

April 19, 1999 The Atlanta Area Alumni Chapter is established.

June 12, 1998 The Chicagoland Alumni Chapter is established.

to members, this time because of a geographical and cultural disconnect. Much as it did when it differentiated itself from the pseudo societies, Beta Gamma Sigma is working on ways to ensure that its potential members around the world see membership as a worthwhile goal. This is an ongoing process that will require creative thinking and a commitment to excellence by the staff and the Board of Governors.

Likewise, BGS and other legitimate honor societies face increasing “noise” on campuses in the United States. We all know technology has exploded, which creates myriad new challenges to the value of BGS membership. With the rise of social media, for instance, the comment of one person can affect not just that person’s immediate circle – as was the case through the end of the 20th century – but can influence a web of potential members around the world. This is of course both an opportunity and a challenge. One student or faculty member in Hong Kong who discusses the obvious benefits of Beta Gamma Sigma, and how proud they are to be asked to be part of such a select group, can positively influence countless students in Australia, France, Canada, the U.S., etc. On the other hand, one negative comment by a student in Louisiana who has a negative opinion or is unsure about the invitation can have a significant chilling effect on the enthusiasm for membership anywhere else in the world.

A related challenge comes from the proliferation of honor societies, even those that are legitimate. A marketing major who has earned the invitation to join BGS may receive three or more invitations to other honor societies – for example: one for marketing, one which is a general society, and one for leadership – leaving them perplexed as to the value of each relative to the others. While all the societies may be very good, the overlap causes the student to have to make a choice. Once again, it is up to Beta Gamma Sigma to meet this challenge by ensuring that its members receive lifetime value in return for the acceptance of membership.

BGS must do more if it expects the very best students to pick it over the competition, or to choose Beta Gamma Sigma in addition to other great honor societies.

Beta Gamma Sigma membership continues to be the gold standard for students studying at the world’s top business schools. More than 25,000 students this year alone will choose to accept lifetime membership and join the world’s largest network of business school alumni. But to ensure that this continues throughout the Society’s second century, Beta Gamma Sigma must continue to add value and adjust its offerings for a changing world. Other honor societies must do the same. To stand out from the crowd – and to fulfill their promises to those they induct – honor societies must continue to find better ways to answer the question, “Is there a value for me to be a part of this group?”

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Some of the information in this article was compiled from The First 50 Years of Beta Gamma Sigma, the ACHS website, and the websites of other academic honor societies. To learn more about the variety of outstanding honor societies, visit the ACHS website at www.achsnatl.org.

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Sharing the Honors

Beta Gamma Sigma’s founding of Sigma Beta Delta Most of this issue of the BGS International Exchange is dedicated to the history of Beta Gamma Sigma. As we look back on 100 years of the Society, it’s certainly appropriate to celebrate the successes and milestones as we look forward to the next century of excellence.

However, one important piece of Beta Gamma Sigma’s history has remained relatively hidden to its membership.

According to Jim Bearden, president of BGS from 1986 to 1990, he first attended a Beta Gamma Sigma Biennial meeting in 1986 as his school’s representative. On the agenda was an interesting topic – should Beta Gamma Sigma be involved in honor society membership for outstanding students that did not attend AACSB accredited institutions?

BGS itself was barred from awarding membership to those individuals because of its historic, exclusive relationship with AACSB. But it did seem unfair that thousands of high achieving students were denied the opportunity for honor society membership because they attended a school that did not have specialized accreditation in business. The discussion was tabled and, according to Bearden, wasn’t approached again until the late-1980s.

It was in 1990, according to Bearden, that Dr. Clifford Eubanks, then a member of the BGS Board of Governors, suggested that BGS should figure out a way to honor these outstanding students who were so far left out of honor society recognition. The Beta Gamma Sigma Board decided that BGS would spearhead the effort, and the result was the establishment of Sigma Beta Delta, which honors high achieving business students studying at schools with regional, but not specialized, accreditation.

“So that was an accomplishment that I think has touched the lives of many students,” Bearden said. He indicated that Sigma Beta Delta (SBD) has continued to grow over the years, with currently more than 280 collegiate chapters and more than 70,000 alumni members.

“We decided that we (BGS) would do it ourselves and carve out another honor society to serve all those schools that had great students, that had quality institutions represented

2000

June 2003 BGS inducts its 500,000th lifetime member, Marie-Pier Lavallee from Concordia University in Montreal, Canada.

July 1, 2000 Quiester Craig, dean at North Carolina A&T State University, becomes the first African American president of BGS.

Just as Beta Gamma Sigma’s name was drawn from the initials of three of its key founders, so was Sigma Beta Delta’s. Shown above are the three former BGS presidents for whom SBD was named. (L to R): Richard C. Scott, BGS President 1992-1994; James H. Bearden, BGS President 1986-1990; and Donald H. Driemeier, BGS President 1982-1984

by the regional accrediting bodies,” Bearden said. “We ended up saying…we were going to see that other students who would never get the chance to have a Beta Gamma Sigma key, they were going to have an honor society.”

Another former BGS president who played a large role in the development of Sigma Beta Delta was Donald Driemeier.

He said that BGS’s actions in creating another honor society were unusual, but certainly something of which all BGS lifetime members should be proud.

“Beta Gamma Sigma invested in starting another honor society,” Driemeier said. “Now, that wasn’t an honor society

January 2005 BGS establishes the Hong Kong Alumni Chapter - the Society’s first alumni chapter outside the United States.

January 2001 BGS holds its first Student Leadership Forum in Clearwater Beach, Fla.

July 1, 2004 Sara M. Freedman, then dean at Mississippi State University, becomes the first (and so far only) female president of BGS.

March 18, 2000 BGS installs its first collegiate chapter outside North America at The Chinese University of Hong Kong.

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“So, Beta Gamma Sigma invested time and money in helping Sigma Beta Delta begin its operation in 1994. And for that I’m grateful because it says that my colleagues on the Beta Gamma Sigma Board realized it was important to allow everybody who deserves some kind of recognition to get that.”

After 2000, SBD became an “autonomous body, separate and apart from Beta Gamma Sigma,” according to Bearden, but it had BGS to thank for its beginnings.

Driemeier said that BGS and its lifetime members should be proud not only of its 700,000 lifetime members, but by the achievements of Sigma Beta Delta’s 70,000 members as well.

“I think of those students that it’s important to say, ‘Job. Well. Done.’ It’s not a matter of being on the Dean’s List for a semester or two semesters,” Driemeier said. “When a person is brought into an honor society, they’re given a lifetime membership that says, ‘Job well done. We want you to be proud of what you did at XYZ University.’ This is something that gives you benefits that carry with you for the rest of your life.”

2010 May 2012 BGS inducts its 700,000th lifetime member.

*February 19, 2013 Beta Gamma Sigma reaches its 100th anniversary: Celebrating a Century of Excellence.

November 2012 Beta Gamma Sigma has grown to more than 500 collegiate chapters in 20 countries on six continents. The Society has also established 27 alumni chapters around the globe.

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The Beta Gamma Sigma Centennial Celebration

A

NTURY O E C F

LLENCE CE EX

LEBRATIN E C G

Beta Gamma Sigma celebrates its 100th year as an Honor Society in 2013. To recognize this momentous occasion, and to better engage with its lifetime members, BGS has launched several special programs you should know about.

si n e s s u B n i t s e The B For more information about the BGS Centennial Celebration, or to take part in any of the programs described in the following pages, go to:

betagammasigma.org/centennial

Meet the Leaders of Business Centennial Speaker Series

Beta Gamma Sigma wanted to give something useful back to its members during its Centennial Celebration. The Meet the Leaders of Business Speakers Series presents a number of different leaders of the business world in a unique forum. Whether watching one of these events in person or from a separate location via webcast, a variety of important business topics are addressed, analyzed and discussed.

The final event will take place on BGS’s actual Centennial day, Feburary 19, 2013, at Pepperdine University in Malibu, Calif. Gary Burnison, CEO of Korn/Ferry International, will be the featured speaker. Can’t be there? Mark your calendar and make plans to join us online.

Featured Speakers July 26, 2012 - Cleveland, OH Beth Mooney Chairman and CEO, KeyCorp October 11, 2012 - Philadelphia, PA Denise Morrison President and CEO, Campbell Soup Company November 29, 2012 - St. Louis, MO Virginia McDowell President and CEO, Isle of Capri Casinos February 19, 2013 - Malibu, CA Gary Burnison CEO, Korn/Ferry International

BGS Gives Back

Centennial Service Initiative The BGS Gives Back Centennial Service Initiative is a program that encourages the Society’s members to get involved. This program recognizes the many lifetime members who offer time, skills, talent and generosity to their communities and to serving others.

Imagine the level of charity that could be accomplished if only five percent of Beta Gamma Sigma’s members volunteered their time. Now imagine what would happen if that number doubled or tripled. How many hours could be donated? How many organizations could be served? What impact could be made?

A special online tracking system allows members to login and report their community service hours. The system keeps count of the hours individually contributed, as well as the cumulative hours donated by the entire BGS community.

If you don’t give back already, now would be a great time to start! Consider setting a goal for yourself, like giving 100 hours to honor the 100 years of your Society.

Whatever the service, BGS hopes its members engage in activities that utilize their skills and celebrate the Centennial through the spirit of service.

Attention BGS Members: As an extra incentive to “Give Back,” all BGS members who log their hours on Tuttidaré will be entered into a drawing for an IdeaPad Tablet courtesy of Lenovo.

Log in today and BGS and Lenovo could soon be giving back to you!

BGS Gives Back Day of Service

Support for the BGS Gives Back Day of Service provided by the KPMG Foundation

Beta Gamma Sigma held a specific Day of Service, sponsored by The KPMG Foundation, to allow members to serve their communities in honor of the Society’s 100th year. On October 27, individual members, collegiate chapters and alumni chapters alike all did their part to give back. Coastal Carolina University ran a school supply drive, The University of North Carolina at Greensboro conducted a candy drive, and Bryant University held a 5k race for brain cancer, just to name a few.

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7) 1) Members of the Los Angeles Area Alumni Chapter participated in the Walk to Stop Diabetes.

2) Students from Bryant University planned a 5k run in memory of a staff member.

3) Students from St. John Fisher College read to inner city youth in costume.

4) Members of the collegiate chapter at Pacific Lutheran University gave their time to help the Emergency Food Network.

5) Students from The University of North Carolina at Greensboro conducted a candy drive for Halloween.

6) BGS Members from Stonehill College coordinated a new community garden.

7) Members from the Houston Area Alumni Chapter donated their time with the Houston Food Bank.

BGS is Everywhere

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Centennial Photo Contest

BGS’s Centennial mascot, the wise owl named after the original Professor Elwell himself, is the highlight of the “BGS is Everywhere” project. Started as a way to create a visual representation of members’ locations around the world, photos have been submitted showing Elwell in Ghana, California, New York City, Afghanistan, Puerto Rico, the Great Wall of China and many, many other places where members live or travel.

So far, he’s been seen sailing, climbing mountains, visiting television stations, taking off in hot air balloons and, certainly, helping to conduct BGS inductions around the globe.

Don’t forget to send in your photos with Professor Elwell, and you’ll see them on BGS’s site and Facebook page. You could even win prizes for submitting the best photo of the month!

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1) Professor Elwell lends a wing inducting new lifetime members at The University of North Carolina at Greensboro.

5) Elwell visits the troops in Afghanistan.

2) A parliament of Elwells joins the Atlanta Area Alumni Chapter for a tour of the Georgia Lottery.

7) Sometimes even stuffed owls deserve a break. The Professor takes it easy in Hawaii.

3) Professor Elwell helps plant trees at Universidad del Turabo.

4) The Professor likes In-N-Out Burger. Can you blame him?

6) The Professor takes an excursion to the Great Wall of China.

8) Professor Elwell visits Radford University and befriends the school’s mascot.

How to participate in BGS is Everywhere Step 1. Cut out Professor Elwell. It’s easy. Just follow the dotted lines. But be careful with sharp objects.

Step 2. Take him somewhere fun, interesting, exotic or exciting. Going on vacation? Take the Professor along. He loves to travel.

Follow Profe ssor Elwell on Social M edia Facebo ok: faceboo k.com/Profe ssorElwell Twitter: @P rofessorElw ell

Step 3. Take a picture of our feathered friend in said location. Don’t be camera shy though. Feel free to jump in the shot as well.

Step 4. Upload your photos to the BGS website (betagammasigma.org/centennial/bie.htm). We will share your photos with the rest of the Society’s membership.

Into the Future with Ethical Business Leadership By: Katherine Davis, BGS Communications Associate

“U.S. Charges 530 with Mortgage Fraud,” reads one New York Times article. “Illegal Money Lender Admits £25,000 Scam,” the Yorkshire Evening Post declares.

The business world is no stranger to ethical dilemmas.

One only has to browse through a business journal or newspaper to gain understanding of the questions that companies, organizations and individual employees face on a regular basis.

It’s hard to erase the memories of events like 2001’s Enron scandal, in which a company was able to erase debt off its records for a number of years, or 2008’s Bernie Madoff Ponzi scheme, in which former Nasdaq chairman Madoff essentially robbed investors to his investment securities firm of approximately $50 billion. But there are many smaller ethical business dilemmas that arise regularly for many people in the business world.

Often, these issues are more subtle. They might involve deciding whether to report a fellow coworker’s incorrect bookkeeping or even just double-checking that deals with clients are above-board in terms of company policy.

Business ethics, leadership and dealing with challenges to these types of run-ins are a constant concern to businesses.

Major companies might have structured programs built around ethics and compliance, but many times, smaller ones do not have the resources for such comprehensive departments.

In the past, Beta Gamma Sigma’s Board of Governors had discussed these issues and what the Society could do to aid its members when dealing with such ethical dilemmas.

Many members of the Board felt that, through its ability to reach so many members and individuals working in the business world, BGS had the ideal platform for discussing such questions about ethics and leadership. They knew Beta Gamma Sigma needed to join the conversation. The idea of, “What if we could give back to members?” popped up, and in 2005, members of the Board came up with the first ideas for an initiative that would promote healthy ethical standards in business.

“We wanted to increase the value of Beta Gamma Sigma to our students and alumni,” said David Blake, former BGS

Board member and current Director of The Beta Gamma Sigma Center for Ethical Business Leadership. “At the time, we were very much aware, as we are now, that ethical issues in business sometimes have a negative spillover for students going into the business world. We thought we ought to focus on improving ethical business practice, and more specifically, we were focusing on what leadership can do and has done to incorporate ethical business practice into organizations. The really key word is leadership. That’s been our focus.”

Blake and a small group of BGS Board members came up with these ideas, developed them further and finally presented the concept to the rest of the board. The vote was unanimous—the initiative known as Ethical Business Leadership was to begin immediately. For BGS, it was a perfect fit.

Bernie Milano, BGS Board member and president of the KPMG Foundation, liked the sound of this initiative. Milano believed that this project presented an opportunity to present discussion on ethical business leadership in a useful and interesting fashion.

“People in higher education have been trying to do something with ethics for as long as I can remember,” Milano said. “It takes several forms. One form has been to just borrow a philosophy professor to come and talk about these issues to business classes. But nothing has really become systemic. I also thought there was an added attraction there, too, with BGS’s alumni chapters.

“Whether someone’s in early career, mid-career or late career, they can go to the site and see the interviews. It becomes real and it educates them. It’s important to remember that companies can recover from product failures, but they can’t recover from a reputational failure.”

Continued on Page 30

Vision of the BGS Ethical Business Leadership Initiative: The Beta Gamma Sigma Center for Ethical Business Leadership will become a premier resource for information and ideas about effective ethical business leadership. The Center’s efforts will establish BGS as a significant force in the field whose impact and reputation will be both profound and global in scope and relevance.

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“In essence, EBL is finding role models for others. They can talk about their experiences and the expectations they have when managing ethical management and business. It’s a type of safe place where people can view important information and reflect upon it. They can even engage in conversation about the things that people are not always hugely comfortable talking about.”

Vicki Sweeney, Principal-in-Charge of Ethics and Compliance, KPMG Into the Future with EBL (continued from page 28)

Milano and Vicki Sweeney, principal-in-charge of ethics highly usable and accessible to a much broader audience,” and compliance at KPMG, worked to help BGS connect with Blake said. “We have an awful lot of very fine material. What important CEOs, facilitated many interviews including one we need to do is package that material, promote it and make with Sweeney herself, and arranged the donation of startup sure it can be more extensively used.” funds.

Vicki Klutts, director of special projects for BGS and “In essence, EBL is finding role models for others,” coordinator of EBL, has been a moving force in getting many Sweeney said. “They can talk about their experiences and the of EBL’s projects implemented. Klutts acknowledged that, at expectations they have when managing ethical management and business. It’s a type of safe place where people can view A Sampling of the Thought important information and reflect upon it. They can even engage in conversation Provoking Discussions Available about the things that people are not always hugely comfortable talking about.” for Viewing at eblcenter.org Over the last few years, the Center has conducted upward of 35 conversation• W. Thomas Chulick, President and CEO, UMB Bank St. Louis style interviews with top-notch • Douglas R. Conant, President and CEO, Campbell businesspeople. In addition, there have Soup Company been two panel discussions that allowed for even more discussion on what it • Robert Corcoran, Vice President of Corporate means to believe in and implement ethical Citizenship, General Electric, President, GE Foundation business leadership in different types • Willie A. Deese, President, Merck Manufacturing of companies and work environments.

In each case, Blake sat down and asked • Timothy P. Flynn, Chairman, KPMG simple and pointed questions about • William V. Hickey, President and CEO, Sealed Air ethics, compliance and the value of true Corporation leadership. Those interviewed have included executives from Xerox, Campbell • Jonathan S. Hoak, Vice President & Chief Ethics and Soup Company, KPMG International, Compliance Officer, HP Johnson & Johnson, HP, General Electric • Janice Innis-Thompson, Senior Managing Director and and many other notable organizations and Chief Compliance Officer, TIAA-CREF corporations.

“Everyone we’ve spoken to has been • Brian McCoy, President and CEO, McCoy’s Building knowledgeable and committed to the area Supply of ethical business leadership, and that • Anne M. Mulcahy, CEO and President, Xerox was our goal,” said Blake. “Some really interesting ideas have developed as a • Chung Po-yang (Po Chung), Co-Founder and Chairman result of these discussions. And that was Emeritus, DHL International Ltd. our initial hope.”

• Victoria Sweeney, Principal, Ethics and Compliance, Blake said EBL still has much work to KPMG International do and progress to achieve. In this second century of BGS, the EBL Center is headed • Robert E. Turner, Chairman and CIO, Turner Investment down a new path.

Partners, Inc. “We want to present what it is that (showing title at time of interview) we’ve done in ways that will make it all

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first, EBL was mostly focused on information-gathering.

“Our plan was to interview business leaders, particularly those known for being ethical, and get their perspectives on ethical business leadership and how they had built it into their organizations,” remembered Klutts. “We wanted to focus on the positive. All of that was there from the very beginning. It involved members of the Board asking these leaders questions and following the guidelines for interviewing that we had created. Basically, it was sitting, chatting and getting the information. The Center aspect to EBL was not there yet.”

But soon, discussion started as to how EBL should go about marketing itself to a global and technologically savvy BGS membership. The idea for presenting it via different media was discussed and quickly approved.

“At first, we thought we might do books and articles,” Klutts said. “But really, the Center concept developed as we started talking it through at the BGS staff level. We thought this could become a resource for the way to do things correctly. Maybe it wouldn’t be ‘the’ way, but it would be ‘a’ way to do business well. It could be an online resource. We thought this would actually help move EBL forward into the 21st century more than if we had done things like we had for the first 100 years.”

Now, plans are under way to develop the Center into something even greater for the Society’s second century.

“We’re going to be revising the whole site for the Center, and we’re in the process of revamping it to make it more of a resource for our membership, whether they’re individually looking for answers or looking on behalf of an organization,”

Klutts said. “We will also be conducting focus groups, made up of various different groups of our members, to find out what they most want from this site, what they’d likely use and how it could be helpful to them in their business careers.”

As Blake sees it, the BGS Center for Ethical Business Leadership has barely touched the surface of its potential.

There is still so much that can be done.

“I think the best part of EBL is definitely in the future.

And that’s the way it should always be,” Blake said. “What we need to do is take advantage of what’s been started and the foundation that’s been laid. We need to be much more effective and aggressive in making this good information readily available and adaptable for the business public, especially in working with our BGS chapters and alumni.”

As Blake, Klutts and those involved with EBL see it, the mission of the Center applies to people all across the business world spectrum. And they intend to make sure that, eventually, it reaches all of them.

“Ethical Business Leadership is not something that just resides in the top brass or with the people with the corner office. Rather, it’s something that needs to be pushed down throughout the corporation,” Blake pointed out. “If you focus on leadership and not just the word ‘leader,’ that focuses on action. Ethical issues have a habit of showing up at any time, at any place and to any person in totally unpredictable ways.

A company needs to ensure that the act of ethical business practice and leadership is part of the very way it does business.”

The Beta Gamma Sigma Student Leadership Forum By: Natalie Oesch, BGS Manager, Collegiate & Alumni Operations

You really don’t understand it unless you’ve been there. Such is certainly the case for participants of the Beta Gamma Sigma Student Leadership Forum.

Twice a year, the Student Leadership Forum (SLF) brings together top business students from universities all over the world. SLF participants are BGS college members selected by their chapter to attend, making the personality of each group fairly unique.

Participants rarely know each other, let alone what to expect from the Forum, but there is always a defining moment when the group bonds together and realizes that their experience is intended to be personal. “I came not knowing what to expect and was blown away by what I got out of it,” wrote Nathan Schultz, a student at Grand Valley State University and participant in the Winter 2011 SLF. “The caliber of students and speakers here are unmatched compared to any other leadership event I’ve attended in the past.”

The Forum’s intricate programming centers on a definition of leadership as “leading oneself,” something former BGS president Don Parker coined during the SLF’s

early days. At the most recent Forum in early November, participants took the Myers-Briggs Type Indicator, engaged with a Young Careerist panel, discussed ethical business decisions, and enjoyed insightful team-building exercises.

Each Forum, students are also led through the Pathfinders Inquiry, which encompasses an entire day.

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iversity LLC, “The program challenges participants to read the signs that tell them more about who they are and what they are meant to do with their life,” Groom said.

Parker first brought the idea of a student conference to the Society’s attention. A leadership conference began to make some sense, but “what members didn’t need was more information about business; what they needed was more information about themselves,” he said. “I’ve always been interested in the way people work internally and how that has to do with their careers. The Forum helps students think deeply about where they were going and what they were all about.”

Spring-boarding from this insight, Vicki Klutts, then BGS associate executive director, worked to make Parker’s vision a reality. She helped organize the event beginning in 2001. As part of the SLF team, Klutts took the initial vision and made it something beneficial for student participants.

Ranna Mohajer, student from James Madison University and Winter 2012 SLF participant, wrote, “This Forum provided me with insight that I could never gain by sitting in a classroom.” Her experience propelled her to volunteer at the Fall 2012 SLF as a mentor, leading other students through the same process that enhanced her own life.

Kevin Rapes has also served as a mentor at two Forums after attending as a student in 2009. Each time he comes, he sees new value in what the program offers for students and for himself. “I’ve always been able to relate something different from the Forum to my life,” he said. “You also meet people you never would have had a chance to meet before.”

Rapes still keeps in touch with several members he met at those Forums.

The development of deeply personal relationships over four days replicates itself at every Forum. Bryan Kujawa attended the 2010 Forum and wrote, “Being with other business students has never been so refreshing, inquisitive and thought-provoking. It’s challenged me to set high goals and know that others are in the same boat with me.”

The Society’s goal – to give something valuable to students going into their careers – takes place in unique ways at every Forum.

“The Forum pulled me away from the busy outside world and allowed me to reflect, share and develop myself with some of the most supportive and insightful individuals who have impacted my life forever,” wrote April Gammal, a Winter 2012 SLF participant and student from Bentley University.

Other students expressed how the Forum re-energized them at an important point. “This was a wake-up call to reawaken my fire for progress, answers, and results that I am satisfied with,” wrote E. Nathaniel Haynes, who attended the Fall 2009 Forum.

The Forum shows participants that while they may not be sure about their path, their questions are by no means unique. “During the Forum, they can show they don’t have all the answers,” Klutts said.

Tara McHugh, a 2011 Fall SLF participant, echoed this with her own feedback. “This Forum really helped me to put everything into perspective,” she wrote. “Hearing stories from my peers gave me reassurance about my future and confidence in my dreams. I realized that it’s okay to be unsure about my career path and I gained the courage to try new things.”

Defining leadership remains at the crux of the Forum’s

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focus, even as it evolves with each new group. As the Society ponders whether the Forum could be expanded to touch more BGS students, many others find it hard to fix a good thing. “We have a winner; it works at the size it is,” Klutts said.

Two Winter 2011 SLF participants testify to this. Sara Hanson from The College of New Jersey wrote about her experience, “The SLF was not only about leadership, but it challenged me to think about who I am, who I want to be, and what I need to do to become it. It was a life changing experience in more ways than one.”

Vicente Macias Corvera, a student at the Instituto Tecnológico Autónomo de México, considers the Forum the beginning of his career. Similarly to the lifechanging experience Hanson mentioned, he wrote, “I came here expecting something and I leave with a way of life.”

Additional photos and comments from past Student Leadership Forums are available on the Beta Gamma Sigma website at: betagammasigma.org/studentforum.htm

The Beta Gamma Sigma Alumni Network By: Natalie Oesch, BGS Manager, Collegiate & Alumni Operations

Though members might be far from their respective alma maters where they first joined the Society, Beta Gamma Sigma alumni chapters allow members to connect with each other to leverage their individual experience, knowledge and passion. These 27 alumni chapters and several other informal networks offer microcosms of the worldwide BGS community and ultimately, each alumni chapter comes to identify those things that are better accomplished together.

Local BGS alumni chapters enhance individual careers as well as communities, and they are more proof that the whole is greater than the sum of its parts.

Education plays a big role in BGS alumni activity, and events often include lively, intelligent discussions or lectures from top executives. Sometimes personal relationships within the community afford members the chance to attend exclusive presentations, tastings or conferences. The Cleveland chapter coordinates its own annual technology and innovation conference; the Northern Germany chapter hosts roundtable discussions almost every month. Many chapters develop a speaker series to quench BGS members’ love for learning in a way that is engaging and fresh.

Not only are the events designed for networking and socializing, but for educating members on what the Society can offer them long after they part with the university that honored them with membership. This “BGS education” is replicated across chapters and especially highlighted in international communities like the Spain chapter, where the BGS honor might not be as well known.

Members of BGS alumni chapters find opportunities to make new friends in and out of their industry. “It’s not just

about networking, but also about building relationships,” said Arbie Lopez, officer of the Houston chapter.

Events that are social in nature sometimes center around a meal or a sporting event. The Hong Kong chapter golfs together and the Seattle chapter hikes together. Members of the Switzerland chapter have started meeting up outside of chapter meetings to work on projects or continue socializing. All are relaxed ways for ‘The Best in Business’ to connect.

A networking event with only the best of the best adds to the recipe for successful relationships. Jeffri Epps, president of the Atlanta chapter, got an interview opportunity because of connections from the local BGS community. “There was also a time when a company happened to be looking for people to work on a side project, Continued on Page 36

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and I was able to pass along several BGS members. Some of them are still working with the company today,” Epps said.

Some alumni members enhance their professional lives by taking on leadership roles, becoming officers or committee heads for their chapter.

The Spain chapter recently took a bold step for some BGS professionals; leaders of the chapter wanted to offer more to members who were entrepreneurs. Top Seeds Lab (TSL) formed as their response, an initiative started by the BGS Spain Alumni Chapter officers who rallied around the idea. Their desire was to provide a way to “professionalize the process of accelerating startups with top managers,” according to TSL’s website. Best of all, this opportunity was made available to BGS members worldwide, not just ones from the Spain chapter. “The way BGS embraced it was really amazing,” said Ignacio Macias, Spain Alumni Chapter president and co-founder of TSL. Five new businesses will offer a boost to economic activity in cities worldwide thanks to TSL’s support. For more on this new organization, see the story below.

On a slightly smaller scale, alumni chapters bring regular business to their local communities every time they host a networking social or private meeting. The Atlanta chapter has met at the same restaurant since their inception—and the inception of the restaurant. Even when 5 Seasons in Atlanta was struggling, groups of BGS members still met there and

eventually celebrated the restaurant’s pull-through and opening of an additional location.

“The 5 Seasons relationship has been a long-standing one,” said Epps. Similarly, the Charlotte alumni chapter meets at a local brewery. “We wanted to bring some consistency,” said Christophe Masiero, president of the Charlotte chapter.

Chapters occasionally draw from larger pools of professionals for events, allowing them to locally invest in the immediate community. The alumni chapter in Switzerland connects with other top local alumni organizations to collaborate on events and leverage what each has to offer.

Chris Ulrich, the chapter president, describes Switzerland’s membership as “very multicultural and cosmopolitan, from all walks of life in virtually all fields of business.”

Alumni chapters give back in very practical ways.

Almost half of the BGS alumni chapters planned a service project in honor of the Society’s Centennial and completed it this fall. The Denver chapter is in the middle of a year-long blood drive; the Charlotte chapter donated 50+ pounds of food to their local food bank last Christmas. The Houston chapter began beach clean-up days and food drives as well.

BGS members continue to find their membership a great value to them five, 10, 20 years into their careers. Sometimes that value is personal and sometimes it ripples into the entire surrounding area, but it always points back to the benefit of identifying with Beta Gamma Sigma and collaborating with other successful members to do great things.

Top Seeds Lab This fall, a jury of investors and executives sat down with 20 start-ups in Madrid, Spain. The start-ups had come from India, the United States, and several countries in Europe. Representing a strong contingent of BGS members, each team gave a formal presentation to the jury about their business plan. The whole process is part of a new BGS alumni chapter initiative called Top Seeds Lab (TSL).“The jury was just astonished; we had really good people and really good projects,” said Ignacio Macias, Spain Alumni Chapter President and one of several BGS members who founded TSL. Jury members voted on the five teams to whom they would extend financial support and mentoring. Two of the final teams included BGS members. “They will receive 15,000 euros and lots of services from TSL and their corporate partners (worth around $150,000),” said Macias. “On top of that, we will give them a 25,000 euro long-term credit from our government without giving any kind of security.”

One BGS member who made the final cuts, Andrew Vigneault, said, “Top Seeds Lab is a great opportunity for us to get our company accelerated over a six-month period and to prepare for a large capital raise. While working with Top Seeds we became aware of the great people and connections the accelerator had to offer.”

Top Seeds Lab is a prime example of how BGS alumni activity can support the greater community. The team

behind TSL hopes this model will be replicable in other BGS chapters.

Curt Hunter, president of Beta Gamma Sigma, wrote “the partnership between Top Seeds Lab and the Beta Gamma Sigma alumni chapter in Spain has generated genuine interest among BGS members worldwide and has earned the Spain Alumni Chapter an award for the best alumni chapter program in 2011-12. Beta Gamma Sigma is excited about this partnership that creates opportunities for real world critical analysis of business plans and potential funding.”

The long-term reward for both investors and entrepreneurs, as well as for all those who participate in the process, encourages further reflection on how TSL might grow in the future.

Congratulations to Beta Gamma Sigma on achieving a Century of Excellence!

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Profiling the “Best in Business”

There’s no denying that BGS lifetime members are very talented people. Just earning invitation into the Society places members within a select group. Beyond their commonality as the “Best in Business” though, lifetime members are extremely diverse with a wide array of talents, backgrounds and expertise.

As part of the Society’s Centennial Celebration, Beta Gamma Sigma has been emailing its members special montly editions of its B-Zine newsletter. Each issue has included a profile of a different lifetime member.

Here are a few excerpts, in case you missed them.

Dustin Goss

CEO & Founder, POW Gloves Dustin Goss’ favorite day at work says it all.

“We have a 22-inch powder rule in every employment contract,” explained the CEO and founder of POW Gloves. “If it snows 22 inches within 24 hours – within three hours of where you’re currently located – you have to go to the mountain or else you’re fired. So I would say I love 22-inch days.”

This unique company rule might secretly stir up some envy, but the rule carries immense purpose and pay-off for Goss and his employees.

“If we don’t play in the sports we love and make products for, then we’re not doing our customers or the people who support our business any justice,” Goss said. “Every time we have one of those days, it’s just an R&D day. We’re really just paying attention to what our products do.”

POW products actually do quite a bit, thanks to the company’s exclusive attention to an extremely important extremity: the hands.

“Your hands are always being utilized,” Goss explained.

“Making a product that wraps around your four fingers and your thumb and gives you functionality and dexterity, while also fighting against the elements of moisture and cold, is very technical, very complex.

“Break down a snow sport glove; that is one of the hardest Continued on Page 40

Alumni Chapter Activities Atlanta Area Alumni Chapter November 13, 2012: Speaker event, “The Risks to the Current Economic Outlook”

Houston Area Alumni Chapter October 27, 2012: Service day at Houston Food Bank

Seattle Area Alumni Chapter November 8, 2012: Speaker event, “How to Start Your Startup”

Charlotte Area Alumni Chapter October 17, 2012: Tour and networking event at Rock Bottom Brewery

New York City Alumni Chapter October 23, 2012: Interactive conversation event, “Behavioral Finance”

San Diego Alumni Chapter October 21, 2012: Event at Orfila Vineyards and Winery

Chicagoland Alumni Chapter October 10, 2012: Speaker event, “Retirement Planning Now”

Los Angeles Area Alumni Chapter November 17, 2012: Dinner at Disneyland’s Club 33

Hong Kong Alumni Chapter October 18, 2012: Speaker event with Roger Tsang, Director and Training Consultant, Ignite Development Ltd.

Raleigh-Durham Area Alumni Chapter October 27, 2012: Service event at Cystic Fibrosis climb

South Florida Area Alumni Chapter November 8, 2012: Speaker event, “Outlook for the South Florida Economy”

Spain Alumni Chapter November 12, 2012: Speaker event, “The Future of the Media and its Impact in Business Models” Switzerland Alumni Chapter October 25, 2012: Dinner and networking event

For more information about the BGS Alumni Network, and to connect with an alumni chapter in your area, please visit: betagammasigma.org/alumni.html

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Profiling the Best in Busines (continued from page 38)

apparel components you can make for the human body.”

Despite these complexities, POW has found a way to excel within the sports glove marketplace, developing a variety of specialized gloves for snow sports, biking and even golf. The company currently produces a broad range of gloves for both men and women in each of its focus areas. Each pair of gloves provides customers with a variety of options to meet their individual sporting needs, proving that when it comes to gloves, one size does not fit all.

Chris McCann President, 1-800-FLOWERS

Chris McCann never pictured himself making a career of selling flowers and chocolates. So when his eldest brother Jim approached him about helping full-time with his seven-year-old flower business, the 20-something McCann was skeptical, to say the least.

“My reaction was not necessarily enthusiasm, because I didn’t go to college to be a florist,” asserted McCann. “It’s not what I was intending to do.”

But his brother presented a compelling argument. “He explained why he got into the flower business,” McCann said. “It was a large, highly-fragmented business; there was no Holiday Inn or McDonald’s in the flower business, and therefore there was opportunity for someone to create that.”

Fast-forward 30 years and the McCann brothers have created that big business they were hoping for with 1-800-FLOWERS.com.

Vivacity for “delivering smiles” – the company’s mantra – starts at the top. “We love what we’re doing,” said McCann, who

serves as the company’s president.

“We’re really focused on creating a great, very energetic company.”

The two McCann brothers drive the 1-800-FLOWERS.com business, and though they are 10 years apart in age, they share a deep, emotional connection, one that – much like the flowers they sell – required lots of cultivation.

“I didn’t really know (Jim) growing up,” Chris McCann admitted. Although Jim’s background was in social work, he jumped at the opportunity to purchase a local flower shop in Manhattan. As a teen, Chris worked on and off for his brother at a shop near his high school. In 1983, Jim pitched working full-time for the company and Chris agreed to a sixmonth trial.

“As he likes to tell the story, shortly after hiring me he put me in charge of his 12 flower shops,” Chris explained. “Next thing he knew, we had three.”

Chris wasn’t letting the company wilt. Instead, he had noted the boom of 1-800 services and the consequent shift in consumer behavior. McCann opted to diversify the company’s focus, expanding beyond brick and mortar stores. The company obtained the 1-800-FLOWERS number which “gave it the catapult to grow to a national scale,” he explained.

As the company began to bloom, McCann decided to stick around. Today, he’s lost track of how many six-month terms he has served both with the company and alongside his brother.

Continued on Page 42

Searching for an internship, first job or senior management position? Considering an MBA or Ph.D.?

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Beta Gamma Sigma thanks the following sponsors of its Centennial Celebration: Platinum Sponsors AACSB International GEICO KPMG and the KPMG Foundation Gold Sponsors Pepperdine University Saint Joseph’s University Saint Louis University Case Western Reserve University / Thompson Hine Silver Sponsors Bloomberg Businessweek Ohio Northern University La Salle University Lenovo The University of North Carolina at Greensboro Radford University Temple University Valdosta State University University of Wisconsin Oshkosh Bronze Sponsors 1-800-Flowers.com University of California, Riverside Southern Illinois University Edwardsville Texas State University-San Marcos The University of Tampa University of Tulsa Willamette University Contributors Clark University University of Detroit Mercy University of Florida Grand Valley State University Monterey Institute of International Studies University of Nebraska at Kearney Rollins College St. John’s University Seton Hall University

Profiling the Best in Busines (continued from page 38)

Joan Freilich

Former CFO, Consolidated Edison, Inc.

When the CFO of Consolidated Edison, Inc. in New York retired in 1996, Joan Freilich was waiting in the wings as a candidate well-groomed for the position. At the time, no woman had ever advanced to CFO of a major utility in the United States. Even still, Freilich proved capable and confident enough to pave a new way for women in the 21st century working world.

Freilich attributes much of her professional success to lifelong learning. Although most of her career was spent with Con Ed, she got her start as a French teacher.

The New York native obtained a degree in French literature from Barnard College in the 1960s after being captivated by the French language. This led her into a Ph.D. program in French Literature at Columbia University. She graduated in 1970 with thoughts of educating students in French literature and managed to secure her first teaching position at Columbia University.

“I got very involved in teaching methods, which I enjoyed,” Freilich said.

She taught in positions at both the high school and college levels. “But primarily I was teaching French I, II, III, and one Lit course. And I thought, ‘This is just not what I want to do for the rest of my life.’”

Freilich moved into the role of admissions director at the College of New Rochelle, a position that exposed her to the business side of education. “(But) I could tell I wasn’t going to be satisfied with this over the long term,” Freilich said.

One solution to her dissatisfaction meant leaving colleagues and her original life plan to pursue something very uncommon for women of the day.

“I decided if I got a degree in business, I would have more opportunities to do different things in life, whether I stayed in academics or not,” Freilich said.

So she did. While completing the EMBA program at Columbia University, Freilich became aware that the institution trained quite a few businessmen but hardly any businesswomen.

She was encouraged to believe, however, that the business environment was rapidly changing and that regulatory pressure to increase diversity in hiring was painting a new job-scape.

After graduating, Freilich secured a position on the customer service team for Consolidated Edison, Inc. in New York in 1978. It would turn out to be a huge step in the right direction, but would only be a short stop on her career path.

Freilich soon became the top pick for updating the company’s accounting procedures.

“I would sit with someone, learn about what they did, and then write it up,” Freilich shared. “Then I’d sit with someone else and learn about another process. I got to learn about all aspects of the accounting system and department. It was a tremendous experience and the skills in writing I brought with me were a tremendous help.”

Read more at: betagammasigma.org/centennial

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Monroe Saul A. Mintz Freddy Nolan Louisiana State University Terry A. Brown Ferrell A. Brunet Virginia J. Kahnt James E. Taussig Loyola University Chicago Deborah J. Bowen Nelia D. Castillo Vivian Guang-ying Chiu Gerard A. Swick Maria Tabrizi Kenneth R. Weigand Loyola University Maryland Michael B. Adams Ronald R. Howell David D. Wolf Loyola Marymount University John P. Lambert University of Maine David J. Breau Marquette University Steven J. Borkenhagen Keith O. Hanson David J. Hushek Paul M. Neylon James J. Peters Richard A. Romano Robert A. Schneider Lois A. Smith David A. Straz, Jr. Joel A. Tune Jay R. Vonachen University of Maryland Robert H. Carmack George M. Ray Richard L. Vogel, Jr. University of Massachusetts Paul D. Bodin Patrick N. Keyes Barry T. Peckham University of Miami Arthur H. Hertz Monika Nerger Jorge P. Sala Miami University Christopher J. Oliss Jacob C. Reinbolt The University of Michigan Arthur P. Bartholomew, Jr. John P. Byrne Patrick C. Fischer Shawn D. Mindus John C. Morley Gail A. L. Richmond Richard C. Slayton Richard C. Viinikainen The University of MichiganDearborn Deborah Huet Michigan State University Richard W. Bergson Dennis W. Duquette Robert E. Gerrie Edward E. Hagenlocker Douglas M. Klein Jack P. Lawson E. Craig Lesley Richard J. Lewis Veronica G. Matejko James T. Morton Andrew G. Sall Stephen P. Stonestreet Terrence A. Tollefson Middle Tennessee State University Tracey Hoover Midwestern State University Carol Carlson Gunn University of Minnesota John M. Alton Hugh A. Barker Margene Armson Bauhs Norman P. Bjornnes, Jr. Fred R. Friswold Martin N. Kellogg Douglas W. Kirk Gerald M. Mitchell Thomas R. Wagemaker University of Minnesota Duluth Saleh Abdelbary Bougary The University of Mississippi William E. Berry Lee W. Randall Ivy J. Weeden Mississippi State University Nancy L. Anderson Ronnie G. Michaels University of Missouri Steven P. Kuenzel Marilyn J.C. Pfefer Howard G. Sholl, Jr. University of MissouriKansas City Joan L. Hartung Richard S. Loraine Nancy S. Milgram Karen D. Stelling University of Missouri-St. Louis Lawrence E. Janoski Missouri State University William H. Darr John E. Wanamaker Montana State University Jack Ostrovsky Montclair State University Molly F. Lee Frank X. Nelson Betty R. Nolan Naval Postgraduate School

Antonio L. Scinicariello University of NebraskaLincoln Alan D. Chunka William S. Eastwood Alice L. Franks University of Nevada, Reno Kasey C. Hansen-Davis Gene R. Sheldon The University of New Mexico Kimberly S. Hallatt University of New Orleans Diana C. Bulot David J. Mumfrey Brenda Ann P. Sterling Ann E. Vockroth New York University Joseph E. Adiletta Gregory J. Altman Mara Ellen Baror Mario P. Borini Lori Mei Chan John J. Creedon Paul Farber Brian R. Fillebrown Stuart S. Flamberg Thomas Dso Yun Fok Alan P. Gallo Arthur Hausman William A. Heineman Robert C. Larose David M. Levine Joseph P. Martori Sanford J. Moster Richard C. Nerod Richard J. Obetz David K. Owens Samuel H. Owens, Jr. Steven B. Wolitzer New York UniversityGraduate School Calvin R. Carver, Jr. Matthew T. Feldman Lucy Kramer Julia A. Peloso Elizabeth A. M. Sherman Barry N. Winograd The University of North Carolina at Asheville Benjamin C. Hamrick The University of North Carolina at Chapel Hill Lacy G. Baynes Goldston F. Harris Jack M. Harris Nannette E. McNally Joel P. Stinson Bradford B. Walters John D. Whitworth The University of North Carolina at Greensboro Pamela Reeves Cash Charlotte Roberts Daniel L. Swan University of North Florida Alvin L. Sack Michele A. Stanley University of North Texas Hugh D. Erskine Northeastern University Richard C. Cloran James M. Fowler William F. Krock Stephen P. Schultz Gary H. Stein Northern Arizona University Douglas P. Busch James O. Carnes Northern Illinois University Denis M. Desmond Marilyn D. Mathieu Michael L. Menefee Harman J. Ziev Northwestern University Melvin S. Adess Claire B. Cox Lee R. Curtis Rudolph E. Farber Michael R. Hogan John Hunderup Kurt L. Janavitz James E. Kilponen Jerome Lamet Gordon G. Rockafellow John S. Thode University of Notre Dame Charles B. Ammann Elmer D. Martin III Dennis C. McInerney Leo V. Ryan Oakland University C.S. Bud Kulesza Lisa Orr Ohio University Larry R. Webb The Ohio State University Marion K. Beaumont Barry S. Feldman Philip W. Glasgo Dale J. Hasson Stephen J. Hopkins Stephen E. Houck Bonnie L. Kaser Charles R. Kinskey Thomas W. Kramer Charles J. Lano James G. McMillan William N. Obermyer William B. Patrick The University of Oklahoma

John R. Barnes Michael F. Farren Cheryl Moore Sandy Harland Singleton Cynthia Bingman Smith Robert L. & Katherene P. Terrell Oklahoma State University Cathy J. Wilton Old Dominion University Andrea M. Kilmer Aubrey L. Layne, Jr. University of Oregon James C. Lynch Kevin W. O’Neill Thomas M. Swain Oregon State University Lea Ann Hart-Chambers Pace University Jane L. Broderick University of Pennsylvania George Akel Michael F. Barry Michael S. Blechman Anthony J. Deleon Dwight R. Fearins Noreen Q. Fisher Frank M. Hatheway Edward R. Koch James A. Maritz Thomas L. Markl Brian E. Nerney Edward A. Schrag Jack O. Vance The Pennsylvania State University John T. Fogarty James B. Miller Joseph L. Motz James P. Shute Paul H. Yeagle The Pennsylvania State University Great Valley Grete B. Greenacre Pepperdine University Thomas Dudley Kyle C. Murphy University of Pittsburgh John R. Davies Jens T. Jung James A. Maochi Donald H. Peters Purdue University Robert G. Gibson Marilyn R. Kintzele Anne E.D. Painter Kenneth J. Wilson Queens University of Charlotte Catherine S. Eason The University of Rhode Island Andre V. Ajemian Louise A.H. Bookman University of Richmond Hector Alonso Robert S. Ukrop Rider University Michele Kelley Robert Schimek Robert Morris University Patrick J. Litzinger Rande Somma University of Rochester Gary P. Johnson Christine M. Palamone Paul R. Ratoff Bruce H. Watkins Rochester Institute of Technology Cathleen M. Hagen Herbert W. Jarvis Rollins College Peter T. Davison Roosevelt University Jacqueline J. Goldberg M.A. Melodie Karnezis James F. O’Bert Robert Rosencranz Rowan University Anthony J. Galvin Rutgers-The State University of New Jersey-Camden John Marino-Deabler Rutgers-State University of New Jersey-Newark John T. Fischer James J. Ritchie Barbara A. Zank St. John’s University Anthony M. Deluise Anne Montalbano Christopher A. Pappas Lorenzo T. Vanore, CPA Saint Louis University Ellen Harshman Arthur L. Meyer Sam Houston State University Charles E. Amato Samford University Paul Dixon University of San Diego Kathleen L.H. Green San Diego State University Henry J. Bedinger George G. Callaway Victoria E.J. Condos Carla M. Kuhns Charles M. Medvitz Cheryl J. Stanislawski University of San Francisco

David R. Dull Aaron Miki George W. Parkerson San Francisco State University Helen Mah Catherine A. Sousa San Francisco State University Melvin Yamamoto San Jose State University Dave L. Coles Santa Clara University William W. Allman Chuck C. Cheng Robert J. Emmons David W. Gervais Mary D. Niemiller Jose Torres-Fentances Seton Hall University James Malgieri Michael J. Swantic Shippensburg University Robert J. Lieblein Jonathan C. Moats Sonoma State University Wallace M. Lowry University of South Alabama Glenn P. Blankinchip University of South Carolina Elmer F. Frick Travis A. Heneveld Ruth A. Moyer Judy M. Peterson A. Eugene Rountree David E. Russell Bjorn B. Thaler University of South Dakota Charles A. Jacob University of South Florida Jay H.L. Calhoun Susan L. Clark Loretta S. Loftus Noreen B. Murga Thomas E. Pease Wondel Smith Joe P. Teague Jane K. Whitney University of Southern California John G. Acker Robert S. Brezovec Edward M. Casselman Robert R. Dockson Jay H.L. Grodin David E. Hale Penny Whitcomb Halgren Kenneth D. Hill Terrence O. Hughes James D. Leewong James Muller James H. Olds Shuhui Peng Richard Phegley Charles W. Reed Robert G. Reppas Jean Miller Warden Jason White Southern Illinois University Carbondale Roy A. Causey Southern Methodist University Ashley Arendale Robert E. Henderson Christopher C. Loy William O. Morriss Stephen A. Titcomb Richard C. Ware Howard M. Whitehead Stephen F. Austin State University Christopher Simard Craig G. Townsend Suffolk University Donna Grossi Belmonte Katty Ng Susan O. Olivier Susquehanna University Sidney Apfelbaum James App Raymond C. Lauver Marvin J. Rudnitsky Syracuse University Earl E. Evens, Jr. Richard A. Frank, Jr. The University of Tampa Beverly D. Bodine Laura M. Simon Temple University Daniel R. Burkus Charles J. Davidson Dennis P. Egan George Goldstone Ronald S. Gross Saniah M. Johnson Lindsay J. Marsh Gary Mozenter Simon P. & Barbara S. Pines John W. Wilchek University of Tennessee at

Chattanooga Ruth S. Holmberg University of Tennessee at Knoxville Charles R. Bobo Cheryl A. Butler R. Gale Manley Tennessee Technological University Martin L. Medley The University of Texas at Arlington Mark C. Hensel, Jr. Ye Liu The University of Texas at Austin Orville A. Armstrong Donald R. Broadland Carol A. Shepherd The University of Texas at Dallas Denny K. Beran The University of Texas at El Paso Woody L. Hunt The University of Texas at San Antonio Deborah A. Pool Texas Christian University David E. Bell Forrest H. Goodall Texas Tech University Coburn A. Buxton Gene H. Johnson Patrick J. Killman David B. Paradice University of Toledo Robert E. Hansen William M. Ligibel Borge R. Reimer Tulane University Paul E. Baker, Jr. Joseph C. Conrad Lance B. Young The University of Tulsa Jackie D. Loertcher University of Utah Terry R. Collins Francis A. Madsen, Jr. John G. Pickard Vanderbilt University Sergey Alekseychick Villanova University Abigail Butkus Richard P. Caporaso Christopher C. Carey David B. Crowley Jeffrey P. Evans University of Virginia Stephen C. Adams Andrew E. Bowles Kel-Ann Sheldon Eyler Gregory F. Hagood David E. Houseman Will Manderscheid Brian S. Roberts Anne L. Stone W. Frederick Thompson Thomas H. Wilson Virginia Commonwealth University David B. Wright Virginia Polytechnic Institute and State University Hermann Buerger Ramon De-jesus Caogarcia Michael J. Gronsky Edward M. Mazze John G. Rocovich, Jr. John E. Wilson Washington University Sam Dicken William R. Dodd William P. Donovan B.C. Downs Fox Family Foundation Diane E. Harrison Robert E. Markland Raymond W. Paulsen John H. Renth Rowland Ricketts, Jr. Gary W. Rust Maria W.G. Schweizer Henry L. Seifert Joe E. Strawn, Jr. James A. Tichenor John K. Wallace University of Washington Philip R. Bogue Robert E. Hallowell John C. Thomas University of Washington Bothell Lisa M. Beal-Austin Washington and Lee University Reid T. Campbell Robert C. Gammon Floyd D. Gottwald, Jr. Glenn O. Thornhill, Jr. Wayne State University

Debra L. Bernstein James C. Fyffe Mark D. Schmidt University of West Florida Arup Mukherjee University of West Georgia J. Mark Miller Robert J. Stone West Virginia University Phyllis A. Arnold George G. Bauernfeind Thomas J. Krzys Patrick C. Mann Western Kentucky University Curtis L. Jorgenson Western Michigan University Matthew F. Gonzales Quenten T. Wilber Western Washington University Wenderly J. Porterfield Wichita State University Melvin L. Bird Arthur A. Winquist Widener University Clarence C. Jamison, Jr. College of William & Mary Hays T. Watkins University of Wisconsin-La Crosse Glenn H. Evenson University of WisconsinMadison Merri Berger Beckfield Bruce R. Ellig James Fetek David Geraldson Daniel L. Goelzer Gary E. Lessuise Robert Roemer James Schommer Anton T. Vanek University of WisconsinMilwaukee Robert J. Abramowski Bradford A. Baumann Lea E. O’Day University of Wisconsin Oshkosh Daniel A. Bollom Larry R. Koeppen Hans G. Storr University of WisconsinWhitewater James A. Karpowicz University of Wyoming Lydia Z. Kercher Randall W. Ludden John D. Stiles Youngstown State University Kristin B. Hawkins Matching Contributions AIG Matching Grants Graceann Laforgia Amgen Foundation Wolfgang K. Goetzinger Amsted Industries Marilyn Franson AXA Foundation Jay Johnston Anton T. Vanek Bank of America Colleen Novielli Chevron Humankind George Nimick Kenneth Zee Conoco Phillips Sandy H. Singleton Duke Engergy Stephen P. Schultz Emerson Mary Throm EOG Resources Zola George Gate City Bank Dennis J. Elbert GE Foundation Abigail L. Butkus David Bottles Vincent Polkus Houghton Mifflin Diane McGinn Illinois Tool Works Douglas Henry Kraft Foods Merri Beckfield Pfizer Christina Carr E. Thomas Thurber Denise T. Wakim Saint-Gobain Corporation Jospeh Sullivan ToysRUs Bruce Fishstein Verizon Molly Lee Richard McCarthy Wellington Management Co. LLP Charles Mulhern

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Beta Gamma Sigma Celebrates its 100th Year of recognizing business excellence. We hope that you will join us in celebrating this momentous occasion.

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Mark your calendars for Beta Gamma Sigma’s Centennial Founders’ Week:

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