World-class standards in business analytics and academic rigor
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TA B L E O F C O N T E N T S
VOLUME 31 | SUMMER 2016 MOORE is a publication for alumni and friends of the Darla Moore School of Business. Published by: Darla Moore School of Business Office of Alumni Engagement
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1014 Greene Street Columbia, SC 29208 moore.sc.edu/alumni
Peter J. Brews | Dean Mary Ruffin Childs | Director of Alumni Engagement Whitney Evans | Assistant Director of Alumni Engagement David Lund | Senior Director of Marketing
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Managing Editor | Robert Appel
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Magazine Design | Stan Sands Contributing Writers | Charlene Slaughter, Liz McCarthy, Jessika Markland, David Lund Photographers | Tyler King, Oliver Wolfe University Creative Services
For address changes and alumni news, please contact us at alumni@moore.sc.edu or call 803-777-3176.
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Dean’s message: Bring your A game
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Building momentum at the Moore School
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The Undergraduate Excellence Initiative
10 Moore School spotlight
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12 A death-defying entrepreneur 13 Living the value of determination 14 Insights from business ethnography 16 GSCOM students transform business processes
The University of South Carolina does not discriminate in educational or employment opportunities or decisions for qualified persons on the basis of race, color, religion, sex, national origin, age, disability, genetics, sexual orientation or veteran status. The University of South Carolina has designated
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as the ADA Title II, Section 504, and Title IX coordinator the Executive Assistant to the President for Equal Opportunity
18 Shuck & Shag 20 Moore School gallery 24 Succeeding at succession
Programs. The Office of the Executive Assistant to the President for Equal Opportunity Programs is located at 1600 Hampton
26 Moore School news
Street, Suite 805, Columbia, SC 29208; 803-777-3854.
28 A lasting inspiration 30 2016 Distinguished Awards
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32 A young alumna’s connection to the Dean’s Circle
On the cover: Olga Pak, a Ph.D. candidate at the Moore School, is a teaching assistant in advanced quantitative methods, and is researching drivers of demand for consumer products based on transaction data across multiple markets and store locations. Pak is also president and co-founder of the Business Printed on paper containing 10% post consumer recycled fiber.
Analytics Club at the Moore School. Photo by Tyler King.
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A message from the dean In just the past few years, a revolution in communications, data technology and the overall competitive marketplace has transformed the way business does business. And if business is being transformed at that pace, then so too must the Moore School be transformed and continue to evolve to meet the changing needs of business. The only way to keep up is to stay ahead.
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The nature of productive work is changing, and to prepare our students for the jobs that are coming, our school must change, too. The changes needed are not superficial. They are transformational and deep. In this issue of Moore, we share our initiatives on academic rigor, functional and data proficiency, and experiential learning — and the creation of our Undergraduate Excellence Initiative. Broadly speaking, six elements summarize what we are doing across our undergraduate program: • Deepening and focusing our majors • Increasing academic rigor • Infusing business analytics across the entire curriculum • Enhancing the soft skills of our students • Expanding experiential learning opportunities • Adding to and expanding student services in a variety of areas Armed with deep functional and data analytic capabilities complemented by strong communication and teamwork skills, graduates will leave our business school with both the hard and soft skills, and the personal awareness needed for successful careers in 21st century business. We’ve committed ourselves to producing graduates who are “business-ready” — graduates who anticipate the evolving needs of business in a global, competitive marketplace. The solution seems simple enough: Ask businesses what they need in a newly minted graduate, and give it to them. The integrated solution is somewhat more challenging: added faculty and staff capacity, new and more demanding course work, more consulting projects and internships with our corporate partners and a dramatically expanded emphasis on communications and interpersonal skills. Our business partners also tell us the important assets a new graduate should bring to a business are what we call “soft skills.” Those include professionalism, creativity, communications skills, adaptability and many more. It’s not that core business competencies aren’t important — they are table stakes and are expected. And those expectations too, are constantly evolving, constantly becoming more advanced, more complex and more demanding.
We are rising to that challenge. We are transforming our curriculum, and the expectations we place on our students and on ourselves. It’s a multi-year process, but that process has already begun. With the fall 2016 semester, academic demands on our students beginning their college careers at the Moore School will be dramatically increased. In addition, we are adding 30 new faculty positions and 10 staff positions in student services activities over the next two years. Every student will be challenged. Exceptional students will find more opportunities to achieve their potential. Students who need more help will find it here, as well. Communications and leadership skills will be a core part of every year that they attend our school. Simply, put: If you want to succeed at the Moore School, come with your ‘A game.’ Come ready to be challenged like never before both as a student, and as a professional. This initiative has direct relevance to our alumni. Your academic credentials are a fundamental part of your personal and professional brand, and the reputation of the Moore School and its graduates has a direct bearing on the value of your degree. During the coming months and years, we will be reporting regularly to our alumni on the progress we are making in executing our Undergraduate Excellence Initiative and other activities designed to bring a new level of rigor and relevance to a Moore School education. As a starting point, we have published the first Dean’s Report, a detailed accounting of where we are today, and where we are heading. We’ve made an electronic copy of the Dean’s report available to every alumnus through our alumni e-newsletter, or visit moore.sc.edu/deansreport. Our mission is ambitious, our goals far-reaching. This is a story that touches every student, all of our faculty and staff, businesses in South Carolina and beyond, and everyone who cares about the future of the Moore School. It’s a story that every alumnus of the Moore School should follow.
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The Moore School:
Building Momentum
The current Moore School community STUDENTS
Nearly
6,400
5,543 200 550 75
Fall Undergraduate Enrollment New Freshmen
Overall Population
Students
Undergraduate Masters
MBA
Ph.D.
LIVING ALUMNI
45,000+ 100 200+ &100+
2014 - 2015 Moore School Graduates by Major Undergraduate Program
Alumni live and work
in nearly
countries
FACULTY & STAFF
Faculty Staff
Our growing faculty and staff
30 100+ 10+
Newly created faculty positions to be added from 2015 to 2017
Graduates by Year — Undergraduate
Total number of tenured faculty by fall 2016
Added staff positions in student advising and career management
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Top 10 states
WHERE MOORE SCHOOL ALUMNI LIVE AND WORK:
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South Carolina 23,881
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Texas
1,016
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North Carolina 4,020
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California
872
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Georgia
2,919
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New Jersey
718
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Florida
1,616
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Maryland
715
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Virginia
1,556
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New York
686
Number of Total Living
Alumni:
45,070 47 37 93
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52 36 57 97
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Top 10 count ries
OUTSIDE TH E U N ITE D STATE S WH E R E M OO R E SCHOO L ALU M N I LIVE AN D WO R K : 1. Mexico 2. Germany
97 93
3. China 4. France
57 52
5. England 6. Canada
47 44
7. Netherlands 38 8. Japan 36
9. Brazil 10. India
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MORE-DEMANDING BUSINESSES DEMAND MORE FROM STUDENTS By Charlene Slaughter
sk Dean Peter Brews what keeps him awake at night, and he’ll tell you it is the young professionals he is responsible for. Recalling the recent worries he had as a father of two undergraduates, very soon after arriving at the school he realized he still faced these concerns, only multiplied by 6,000. That responsibility made him commit himself to making sure that every one of those students would come to the Moore School, have their lives changed and at the end of their college careers, have the skills to go out into the world and get good jobs. “That’s the fundamental thing that keeps me awake at night,” says Brews. “That’s what I worry about all the time and that’s why we are all here doing what we do.” That commitment to Moore School students has led to what Brews calls a large-scale transformation of the school over the next five years. This transformation — the Undergraduate Excellence Initiative — will change the curriculum, strengthen majors, make students more employable and sharpen soft skills necessary to succeed in their careers. The most significant transformation, Brews said, will be the transformation of expectations.
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expecting more of our students. We’re asking “ We’re more of our faculty. We are expecting that our staff
provide a higher level of service to our students, and we’re doing all of that to make sure that we are preparing our students for the world that is coming.” —Peter Brews
“We’re expecting more of our students,” he says. “We’re asking more of our faculty. We are expecting that our staff provide a higher level of service to our students, and we’re doing all of that to make sure that we are preparing our students for the world that is coming.” Demanding more from students Nancy Buchan, associate dean for undergraduate studies, says on an international scale, American business students — including those at the Moore School — are coming up short. Buchan says in her
experience with international business students, which includes some of the top students at the University of South Carolina, there are challenges when compared to their global peers. “I can tell you when students go abroad to the 50 best business schools in the world, they are challenged to their absolute limit,” she says. “They are pushed to a degree of rigor they don’t often see here in our classrooms, and I dare say that most classrooms in the United States wouldn’t provide them. That was a bit of a clarion call that we need to up our game.” Brews notes that business education 20 years ago was based on ensuring students gained the technical knowledge and skills the degree required through course work and examinations that ultimately led to graduation. Today that is no longer sufficient. “They’ve got to be able to take that knowledge and to go out into the corporate world, work on a problem, and show that they can use their knowledge not just to answer an exam, but to solve a problem that a current partner or a current business faces,” Brews says. “We have to make sure we give that downstream, experiential learning to our students where they can validate what they have learned and show their employers that they can do things they can be paid for. That’s the task of education today. That wasn’t the case 20 years ago.” The initiative to transform business education at the Moore School began with conversations with faculty, students and employers about what characteristics recent college graduates should have. Employers’ answers were unexpected. When asked to rate the top 10 qualities they sought, the lowest ranked attributes were technical skills such as business acumen, understanding business and how business works. At the top level were soft skills like professionalism, communication, ability to work in teams, leadership, adaptability, resiliency and flexibility. “The fact that functional skills were nine and 10 didn’t mean they UNIVERSIT Y OF SOUTH CAROLINA
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aren’t important,” Brews says. “I think they are just qualifiers. You wouldn’t even get the interview if you didn’t have those functional skills, but the way that you get the job is to show that you have all the other soft skills to add to those functional skills. And that’s one of the reasons the Undergraduate Excellence Initiative has taken the shape that it has.” “It’s not just a matter of the individual student success — it’s the success of our state and the success of our country,” Buchan says. “We need to do more — we need to push our students more, but push them in the right way.” A pivotal moment in business education From changing to a four-year curriculum, to offering specialized concentrations and scholars programs, to an individualized focus on communication skills, to mentorship and service learning, the Moore School is embarking upon a dramatic transformation. “In my mind, we are at a pivotal moment in business education, and I think we can use that to really transform what we’re doing here at the Moore School,” Buchan says. The Undergraduate Excellence Initiative consists of four pillars: increased academic rigor, stronger and deeper majors, sharper communication skills and enhanced student employability. First, the school is increasing rigor in its classrooms with a focus on providing greater and deeper statistical education. The school is building more statistical training into the curriculum and and demanding more from students not only in the GPA they must maintain to advance, but also in the courses that they take. “The main thing we are doing is providing greater and deeper statistical education, because we all know that the world now is full of data,” Buchan says. “We need people who understand how to make sense of data, how to ask questions and then how to do the analysis to answer those questions.” The second pillar of the new initiative is to deepen the majors.
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It’s not just a matter of the individual student success — it’s the success of our state and the success of our country, We need to do more — we need to push our students more, but push them in the right way.” —Nancy Buchan Nancy Buchan
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Academic departments will offer specialized concentrations to better fit the needs of students once they graduate. For example, some marketing students end up in sales positions. Currently they are not trained in sales. With this initiative a marketing student will have the opportunity to take a sales track or a product development track to specifically fit the needs of employers. The school is also changing from a twoyear to a four-year curriculum, allowing students to begin taking business courses in their freshman year. In the past, most students started their business curriculum in their junior year. In addition, each academic department will have a scholars’ program to challenge the top students, as well as bridging and tracking programs for students who may need assistance. “Changing to a four-year curriculum takes advantage of students’ passions when they come in,” says Buchan. “Students come into business school wanting to take business courses — entrepreneurship or finance, for example — right away, not wait until their junior or senior year. The new curriculum puts them on the track to do that sooner and take advantage of those passions. Bridging and tracking will ensure that, as we make our curriculum more rigorous, we don’t lose anybody.” Third, there will be a focus on teaching students the soft skills employers say are most lacking in current college graduates. A business communications initiative across the curriculum is planned where writing, creating presentations and communication are infused in all four years of students’ college career. Finally, the initiative will develop employability. Freshmen will be exposed to the different majors and career paths through a business-specific University 101 class to help them make career choices that are best suited for them. Students will also be exposed to service learning through the university’s Graduate with Leadership Distinction program and have the opportunity to connect with alumni and the business community through a mentorship program. “At the end of it all, you’ll have students
who’ve learned to work with people, to lead, who’ve faced new problems and struggled their way through them, who’ve been on the ground addressing needs in their community, people who sought out evaluation of both their strengths and weaknesses and are working to improve,” Buchan says of service learning and mentorship. “You’re going to have something that will appeal to the market. But I think what is more important is that you’re probably going to be a lot better person too, not just someone with great skills.” Something different, something better Looking ahead, Brews sees a Moore School student who is significantly more quantitatively capable, has more functional expertise and is more professionally adept and sought after. Students will have full information on career paths where they can thrive with guidance from professional mentors. They will be required to be proficient in data management and data analytics at a level the typical business student in the United States will not have. Students will be more committed to community through service learning projects and reach if not exceed the level of business education of their global peers. “Finally, if you come to the Moore School five years from now, I’m hoping you will find a student who is absolutely capable of doing complex work, writing reports, giving good presentations and doing the work that is going to be required to help the organizations that they are working for be innovative and stay at the efficient frontier of their industry” Brews says. The Undergraduate Excellence Initiative begins in the fall of 2016 with the new four-year curriculum, increased progression standards and education about the different business majors through University 101 classes and Major Decision Day. Pilot programs to increase employability through mentors, service learning, tracking and group competencies, and more rigorous data education will begin as well.
Moore School Ph.D. student Olga Pak is president of the recently formed Business Analytics Club. The club, which is open to students across the university, is part of the Moore School’s expanded emphasis on business analytics.
The initiative, Buchan says, will place Moore School students in the position to fulfill the needs of a marketplace that is demanding something different, something better, with skills it is currently not seeing. “At the Darla Moore School of Business, we have the best assembly of faculty that we have ever had, including incredible researchers who are leaders in their fields,” says Buchan. “We also, at least according to test scores, have the best raw material we’ve ever seen in terms of the students. We owe it to the students, we owe it to their potential employers, and frankly we owe it to ourselves to realize that potential.” UNIVERSIT Y OF SOUTH CAROLINA
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In life and academics: Life lessons in the power of persistence
Running a fast track from scholar-athlete to consulting
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In 2014 Kristen Dozier decided to hang up her sneakers and bring her skills from professional volleyball to the classroom. Wishing to expand upon her degree in strategic communications, the 27-year-old Ohio State University graduate joined her younger sister and Gamecock volleyball player, Darian Dozier, at the Moore School. As a professional athlete in Germany, Israel, Poland, Spain and Puerto Rico, Dozier learned the importance of diversity in both athletics and academics. “We are all so unique here at the Moore School, and I’ve learned to appreciate diversity in business,” says Dozier. “There’s value and opportunity for learning from someone who comes from a different background.” In 2010, Kristen and her sister Jourdan, a fellow volleyball star, founded Dozier Performance. The duo offers a wide variety of services from private lessons and weekly clinics to team camps and agility training to the Washington, D.C., area. “The biggest change in myself during my time at the Moore School is my newfound confidence,” says Dozier. “I used to just think I could, but now I know I can.” With that newfound confidence, Dozier took a leap of faith and expanded upon her business greatly, based on both business principles and volleyball experience. Since then, the duo have added more services to their menu. Upon graduation from the International MBA program, Dozier will be moving to New York City to work at KMPG as a senior associate in management consulting. KPMG LLP is part of the KPMG International Cooperative, a global network of professional firms providing audit, tax and advisory services. “The Moore School has set a good tone for the core of my future career,” Dozier says. “I always knew I could push myself athletically, but Moore taught me to push myself academically, too.” by Jessika Markland
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What do a desert in Morocco and a classroom in the Moore School have in common? Not much, one might say, but for Kyle Jansen both have put him on a business trajectory to success. The Clemson University graduate joined the Peace Corps immediately following graduation to pursue his passion for travel and business. During the two years that Jansen volunteered in Morocco for the Peace Corps, he worked on various community business development projects. He led women’s empowerment camps, hosted entrepreneur workshops and taught university students about business and personal finance. “It was transformative for me to see my students’ lives changed because of their education,” says Jansen, an International MBA student. “Youth unemployment is so high in Morocco because there are not many business outlets. I helped teach people that you can do something to make jobs for your community.” As a world traveler, Jansen is multilingual, speaking German, French, Arabic, Spanish and English. These skills help make Jansen a leader and a valuable team member in MBA case competitions held around the nation. “The Moore School and I have a mutually beneficial relationship,” says Jansen. “I bring a bit of a different view on international business and cultural immersion to the Moore School. In return, the Moore School has taught me to communicate, work on a team through case projects and to think through problems more analytically.” Jansen will be moving to Charlotte to work for IBM as a senior consultant in June. “My time in both the Peace Corps and at the Moore School will make me a valuable asset to IBM,” says Jansen. “It taught me to be persistent through adversity and to appreciate the little things.” by Jessika Markland
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‘Business at Moore’ sparks a life’s calling
A home run in both business and baseball For Brad “LB” Dantzler, balancing a career in professional baseball and an education in business is a unique challenge. Dantzler, who played for the Gamecocks in 2012 and 2013, has moved on to bigger and better things, both athletically and academically. He is currently a part of the Toronto Blue Jays farm system and a Professional MBA student at the Moore School. Dantzler graduated from USC in 2013 with a degree in Sport and Entertainment Management, but he had aspirations of furthering his education in business. It’s a smart play, and a great investment. In 2013 Dantzler was awarded the McWhorter Scholarship, allowing him to fulfill his dreams of obtaining a masters degree from the Moore School. The SEC has presented the McWhorter Scholarship since 1986 to the league’s top male and female scholar-athletes. “It is safe to say that my baseball career is going to benefit from my education at the Moore School,” says Dantzler. “Although nonconventional, baseball is still a business. I still need to know how to network myself , I still have bosses and I still need to manage my finances.” Although Dantzler has aspirations of going to the majors, he has prepared himself for a time when a career in baseball is no longer feasible. “I know that years of baseball take a toll on the body,” says Dantzler. “I am hoping that, through all of the entrepreneurship c la s se s at t he Mo o r e S c h o ol, I will be able to create something out of not h i n g when t he time is right.” by Jessika Markland
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For Moore School freshman Kayla Werts, a career in business was never her calling. That is, until she attended the Business at Moore (BAM) program in the summer of 2013. BAM is a one-week summer program held on the USC campus that targets high-achieving high school juniors and rising seniors who are under-represented in the world of business. Werts and her team were assigned to come up with a full marketing plan for their own product or service. Her team conceptualized “Midnite Bites,” a late-night snack delivery service. At the end of the week, each team presented its marketing plan to a panel of seasoned marketing and business professionals. Although her group did not end up winning the competition, Werts took home an intangible prize. “I learned a lot about myself and the business world,” says Werts, who is now pursuing marketing at the Moore School. “I learned that business is very methodical and you have to put in effort to adjust to your co-workers’ personalities. Without BAM I wouldn’t have had the opportunity to see this side of business.” “Kayla is a vibrant young woman who was enthusiastic about the BAM experience,” says Cynthia Parker, coordinator of BAM. “She worked hard and was a source of positive energy for her team. Staff and counselors were impressed with her work ethic and her attitude was contagious.” In that one short week, Werts was transformed into a better student and leader. “Before BAM, I was more of a follower,” says Werts. “While at BAM I learned to be more outspoken if I don’t agree with an idea, as well as learning how to accept tasks as delegated.” During the Business at Moore program, students live in the Honors College dorms and take classes at the Moore School in accounting, marketing, finance and other disciplines. There’s also time for fun and for building relationships with faculty, staff and fellow students. The experience is challenging — and transformative. Thanks to a grant from Wells Fargo, there is no cost for the students who participate in Business at Moore.
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by Jessika Markland
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A death-defying
entrepreneur by Jessika Markland
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It’s not every day that Moore School alumni rocket through the air while engulfed in flames, throw themselves off of 50-story buildings or take a stray bullet to the chest, but Patrick Walsh (BSBA ’88) does just that. As a Hollywood stuntman, actor and stunt coordinator, Walsh has had a career trajectory that can’t be taught within the lines of business. Following his NCAA soccer days with the Gamecocks, Walsh played professional soccer for the New Jersey Eagles immediately after graduation. Upon hanging up his cleats, Walsh headed to Wall Street to rub elbows with many other successful ex-athletes turned financial gurus. As a government bond broker, his life was busy and lucrative, but he wanted something different. With family and friends urging Walsh to showcase his comedy and acting in Hollywood, he secured his first major film as a stunt man on “Die Hard: With a Vengeance,” starring Bruce Willis in 1995. From there, his career exploded. Walsh has since worked on more than 100 movies and TV shows including “The Patriot,” with Mel Gibson, “Noah,” with Russell Crowe, “John Wick,” with Keanu Reeves, “Ted 2,” with Mark Wahlberg, “Black Mass,” with Johnny Depp and “The Finest Hours,” with Chris Pine and Casey Affleck. Walsh still uses what he learned at the Moore School. “Going to the Moore School led me to have high
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My education laid the foundation for me as a thinker and entrepreneur. I am fortunate that my professors allowed me to have big dreams, and taught me how to make them a reality.”
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expectations of myself,” says Walsh. “My education laid the foundation for me as a thinker and entrepreneur. I am fortunate that my professors allowed me to have big dreams, and taught me how to make them a reality.” In recent years, Walsh has added three more titles to his extensive list of careers: animator, author — and business owner. Walsh Family Media LLC was formed in November 2002 to fill a void in the marketplace for healthy, hip and fun programming that the whole family can enjoy. Since then, Patrick has worked on various animation projects including his largest, “The Cool Beans” film series. Walsh hopes that the full length feature animated film will hit theaters internationally in the next few years. Also bursting onto the children’s entertainment market is Walsh’s first novel, “Raceville USA.” The novel highlights a “different kind of hero,” says Walsh. The main character is a child who is paralyzed from the waist down, yet has dreams of becoming the greatest race car driver to ever live. For Walsh, his ideals and daily inspirations are translated directly into his work. “I’ve always enjoyed spinning a lot of plates and pushing the boundaries,” says Walsh. “I know to some it may be overwhelming, but having my hands in so many pots helps me grow in my career. In this field, they’re all connected.” Walsh, who remains connected to the University of South Carolina in a number of facets, values his time spent at the Moore School. “To me, the Moore School means something more than just a degree,” says Walsh. “It’s like a family. I’m lucky to say that 25 years later, the network I made still exists.”
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Living the value of determination
by Jessika Markland
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From making a business plan, to understanding the importance of area demographics and finance principles, we really did use everything we learned in class all those years ago.” —Lauren Truslow
a whirlwind couple of months that included a cross-country trip to Oregon to audition with Barre3, overseeing the construction of the studio and a grass roots marketing campaign, Barre3 Columbia was born. The experience was a challenge for the couple but was backed with preparation gained at the Moore School. “I can unequivocally say that we wouldn’t have gotten off of square one without the skills learned from the Moore School,” says Neal. “From making a business plan, to understanding the importance of area demographics and finance principles, we really did use everything we learned in class all those years ago.” The power couple has used Barre3 as a platform to give back in the Midlands. Classes for a Cause allows Barre3 clients to donate to causes such as epilepsy, autism, cancer and flood victim relief in return for a free class. Lauren also enjoys bringing children from the Epworth Children’s Home to the studio to teach the importance of physical activity. Barre3 has not only made the Truslow household happier and healthier, but also the Columbia community. “My clients love the fact that no class is ever the same,” says Lauren. “You never get bored. Also, the class offers so many modifications that people of all ages, shapes and sizes can excel. My husband is in the best shape of his life after taking these classes. And that’s saying a lot because he’s is requited to stay fit as a member of the National Guard.” Neal and Lauren currently reside in Columbia with their three daughters, Peyton, 3, and twins Emma and Harper, 4 months. Barre3 Columbia is located at 3000 Rosewood Drive in Columbia, and a new location, Barre3 Lake Murray is opening this fall at 2900 Dreher Shoals Road in Irmo.
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To say Neal (BSBA ’06) and Lauren (BSBA ’05) Truslow have come full circle would be an understatement. The couple met while working on a group project in Joel Stevenson’s entrepreneurship class at the Moore School. Prophetically, the purpose of their project was to bring a new business to Columbia. Little did the Truslows know that less than 10 years later, they would realize that ambition. In 2014, the Truslows set out to change the fitness scene in Columbia. Lauren, a fitness enthusiast, was not thrilled about going back to work in the corporate world after the birth of their eldest daughter. Neal, who went on to earn his J.D. from the University of South Carolina School of Law and is a litigator at Truslow & Truslow, PA, encouraged his wife to follow her dreams. One night while lying in bed listening to Lauren lament about wanting “something more” from her job and for the community, Neal casually suggested Lauren open her own business. “At the time, I did not think that one statement I made would light such a fire under her.” After carefully researching franchise opportunities, Lauren found something that perfectly aligned with her fitness philosophy and her work ideals: Barre3. Barre3, based in Portland, Ore., is booming across the nation. The dynamic branded workout combines yoga, Pilates and the ballet barre to strategically build strength and flexibility for optimal body balance and improved posture. Additionally, and importantly, Barre3 encourages incorporating family and community into a healthy lifestyle. The structure and support of a franchise perfectly combined with the couple’s dedication, and their vision became a reality. After
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Who do you think you are?
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Business ethnography gives students deeper insight into customer behavior
Ken Erickson, clinical assistant professor in the Department of International Business at the Moore School, recalls the first time he used his anthropological expertise in the business world. It was for Hallmark. Erickson, who uses anthropology methods to address product design and marketing issues for global and national businesses, was tapped to solve a problem it was having selling Mother’s Day cards. “They invited me in because Mother’s Day cards weren’t selling very well and they said, ‘Ken, we know people still love their mamas. What’s going on with what we’ve got? What’s happening? How would you approach that?’” he says. “I said, well, I guess I would go shopping with people.” Anthropologists have long worked in the business world to help it gain insights into human behavior to help businesses thrive. In this case, Erickson went to a Hallmark store with an assistant and a camera, and asked a mother and her 15-year-old daughter if he could join their card shopping experience. Three cards in, the daughter reminded her
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mom about Mama Lita, the grandmother who needed a card. However, none of Hallmark’s messages fit the family’s relationship with her. Mama Lita was a part of the family, but all of the Mother’s Day cards talked about love, and they didn’t much love Mama Lita. “They had to find a card that respected the occasion and said Happy Mother’s Day, but did not say Happy Mother’s Day, you’re the greatest mom ever; Happy Mothers Day, we love you so much; Happy Mothers Day, we couldn’t live without you, because none of those things were true,” he says. “That card represents a relationship in a very important way to people, and of course that was very clear to Hallmark. But the idea that there are all of these other types of mothers, that intense work was needed to find a card to represent those relationships accurately, wasn’t entirely clear to Hallmark.” That discovery led to the development of a line called Simply Stated — a new category for cards that recognized the relationship, but in a subtler way. It sold 20 percent of the Mother’s Day line of cards the
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next year and was also incorporated into the Father’s Day line. “If you want to understand what it is to be human somewhere, how do you do that?” Erickson says. “You might do it in a laboratory — experimental stuff — or look at biology. Or you can go find out what it means to be a person in that place. So an anthropological approach to business starts with that idea of beginning where people are, putting yourself in the place where things happen, and watching, listening and asking questions there.” This concept of business ethnography, the method anthropologists use to study other groups and how they live their lives, has proven to be a valuable strategy to delve deeper into the relationship between a brand and those who buy or use products. Marketers tend to look at individual perspective through values or data. This approach is achieved by listening, observing and interpreting customers to help businesses better understand their customers’ true aspirations. “It’s something that allows you to represent other people’s realities in a way that is somehow faithful to that reality,” he says. “This is particularly relevant in international business. If you go to China or Latin America or Brazil, it’s really easy to say, well, we can measure these values. The data represents what people say, but what are they really doing and how do those things relate to each other, and how does that relate — if you’re a business person — to business outcomes?” Anthropologists are used in business schools, public health and education, and are often a part of the product research arm of large companies. At the Moore School, the goal is to immerse students in different cultures and try to systemize the skills it takes to live and work in a new environment. Students learn how to question the assumptions that they have about how life is lived and how business is done, allowing them to get closer to other people’s realities. To put business ethnography into practice, Erickson says each student in country — from Brazil to France, Mexico, Taiwan, China and Germany — is required to choose a business and work to understand
it. Students use the business model canvas, which includes the basic components of every business model as a framework, but also incorporates methods of observing, listening, knowing how to do an interview and knowing how to question their assumptions. “That’s a tall order for some of these students,” he says. “Some business students want to get answers quickly because they’ve been told business moves fast — you’ve got to have your answers ready and get with it. Well that’s good, but let’s double check that you really understand the scene well enough that you’re asking the right questions. We want them to think, ‘Am I throwing my values in here? Am I wearing my American glasses today or am I cleaning off the lenses well enough that I can kind of see the reality.’” A huge part of learning for international business students is knowing what it feels like and what it takes to live in another country, Erickson said. Moore School students must learn all of the things involved in living overseas, including how to learn a language, how to get the internet or a cellphone, how to get around and how to deal with cultural barriers. Business ethnography takes those practices a step further for a deeper understanding of the context in which customers would use a product or service, and the meaning it would hold in their lives. “For students who may end up doing business internationally or across some other kind of cultural boundary in the United States, they have to be comfortable not knowing, and knowing that they may not know all the answers,” he says. “There’s a kind of humility you have to develop to successfully engage across any kind of cultural border.” UNIVERSIT Y OF SOUTH CAROLINA
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GSCOM project transforms undergraduate students into competent practitioners by Charlene Slaughter
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It was satisfying to see everything you’ve learned in the classroom show itself in a real life project, especially for a company as big as PwC. For them to come to us as students and want our advice on a problem they were facing, it was cool to be a part of it.” — Corinne Knight
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Corinne Knight (BSBA ’16) identified supply chain careers with manufacturing settings until a group project with PricewaterhouseCoopers (PwC) came along. From August to December 2015, she and fve other Moore School students — Casey Dajani, Ellen Wood, Shahan Din, Kevin Patterson and Allison Burch — found themselves immersed in the corporate world, completing nearly 800 man-hours working on a real-world project. The experience took the team from meeting with executives to developing a customized improvement process to implementation. “It was really satisfying to see everything you’ve learned in the classroom show itself in a real life project, especially for a company as big as PwC,” says Knight. “For them to come to us as students and want our advice on a problem they were facing, it was cool to be a part of it.” In the PwC project, the team of six students and two supply chain faculty mentors (professors Sanjay Ahire and Pearse Gaffney) were tasked with designing an entirely new process for PwC to help roll out a new business offering to its clients. The team worked with four different departments at PwC and were in communication with executives in New York, Tampa and Columbia. “This one-of-a-kind consulting experience with senior managers in large client organizations prepares our students in ways no other educational experience can,” says Ahire. “It helps them apply the highly sought-after Lean Six Sigma process improvement competencies to global operations and supply chain processes. It helps firms tackle some of their critical processes (usually resulting in significant cost savings and streamlining of their operations). Most importantly, it provides a unique opportunity for students to graduate with the Sonoco-USC Lean Six Sigma Green Belt Certificate.” “This experience and rare professional qualification for a fresh graduate is enabling our students to compete with business and engineering graduates from other leading schools for national and international careers in major employer organizations successfully” says Gaffney.
The project was scoped by faculty mentors in conjunction with client sponsors even before the semester had begun. It was launched with the student team in August 2015 with key managers coming to Columbia from Detroit, New York, Washington, D.C., and Charlotte. The first few weeks focused on process needs discovery and detailed specification mapping. Students worked diligently — directly with the client team through numerous on-site discussions and conference calls — yielding a 104-step process. The team then thoroughly analyzed the proposed process for risk factors. The team even developed a detailed resource plan for handling the anticipated business demand for the new offering based on the design of the new process. The team members used what they learned throughout their supply chain and process improvement course work to bulletproof the new process for PwC. “Affordable Care Act documentation filing practice is an emerging and fast-growing segment of our practice,” says John Gibson, Senior Partner at PwC and chief sponsor of the project. “The project conducted by the USC-GSCOM team helped us to plan the rollout of our practice in a more effective and efficient manner.” Din said the level of teamwork made this the best project experience he’s had at USC. “Working with PwC on a real project was very interesting because it gave me insight into several aspects of the real world work experience, such as team dynamics, project management, management expectations and corporate culture,” says Din. “After working on the project, I feel like I have a better understanding of what my career in management consulting will be like, and it is something I am looking forward to.” Professors Ahire and Gaffney — themselves seasoned experts in process improvement and supply chain management — mentored the students at major milestones of the project, so that the project was delivered professionally and on time, and actually surpassed company’s expectations. At the end of the project, the team of students made a formal presentation of their recommendations to PwC executives and
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those who would be implementing the new process. The students presented their analysis, answered questions and showed how the process would work for the company. “They came down to the Moore School and we, as students, stood up in front of them and went through our recommendations and how we had gotten to that point with all of our data. They asked questions and we talked about how it could work for them,” says Dajani. “The team was able to understand the detailed execution process for this business practice and provide recommendations to ensure quality during delivery,” says PwC Director Mina Freij, who facilitated the project from Detroit. “It was extremely real-world and we were lucky enough that it was something they were wanting to use as soon as this January,” Knight says. “So we actually got to see it Global supply chain and operations management students Ellen Wood, Corinne Knight and Casey Dajani, and Global Supply Chain and Process Management Center Associate Director Sanjay Ahire. implemented and see it all the way through for this new tax year.” vides cutting-edge education and opportuKnight says the relationships she built “One skill set that was definitely strengthnities to select students to do substantive while completing the project were also ened was my ability to think critically,” Dajaconsulting in operations and supply chain impactful. “While it was also good to get ni says. “By asking questions at every step of management through the Capstone expeclose to PWC and an alumna, I liked the the process, even when the answer seemed aprience. Selected students work in teams level of team building we had,” she says. “I parent, we were able to shed light on problems to provide innovative and value-added didn’t know them before starting out this that PwC would not have seen otherwise.” solutions to client organizations in the arproject. We became a close-knit group “The key things I have learned from this eas of business process improvement and from it and were also able to form a bond project are how to work on cross functional global supply chain design, coordination with two professors who now serve as menteams and how to manage a project in order and implementation. tors and professional resources.” to accomplish goals by set deadlines,” Din The projects also provide an opportuTh e s t u d e n t s adds. nity for client organizations to connect earned admission “It was absolutely with one another and with students who i nto t he h ig h ly rewarding to coach could be future employees, and encourage compet it ive Capsuch a bright and practice-based research and knowledge stone Global Supply innovat ive group The project creation. Faculty experts with unique reChain and Operaof students on this conducted by the search and practical consulting expertise tions Management project,” says Jessica lead these projects while students work (GS C O M ) c o nMetts (BSBA ’11), a USC-GSCOM team as consulting ana lysts. Middle- and sulting class and senior associate at indeed helped us top-level managers from firms particiwere a ssigned to PwC and herself a pating on the Global Supply Chain and work with PwC on Moore School gradto plan the rollout Process Management Center sponsor this process design uate. “I am so proud of our practice in a these front-burner, live projects. Strateproject through the of the students for gic partners of the program include AvaGSCOM program. what they developed more effective and ya Telecom, Carolinas Healthcare System, Each year GSCOM, and accomplished efficient manner.” Coca-Cola Bottling, Continental Tire, established by the as it signif icantly Cummins, Delta Airlines, Ingersoll-Rand, management science helped us during — John Gibson, PwC Nephron Pharmaceuticals, Siemens and faculty at the Moore this reporting seaSonoco. School in 2007, proson.”
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If you missed the excitement of the inaugural Shuck & Shag, add this year’s event to your calendar. Set for September 16, this year’s event will be even better than the last and there are plenty of oysters going around. For more information, visit moore.sc.edu/alumni.
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More than 400 alumni and friends joined us in the Sonoco Pavilion and Charles S. Way, Jr. Palmetto Court.
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Last year’s inaugural alumni oyster roast hosted over 400 of our friends and sold out 3 weeks in advance, so get your tickets early!
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Alumni young and old shagged to the music of The Men of Distinction.
Guests enjoyed delicious treats from Oyster Bar Columbia.
For more information: moore.sc.edu/shuckandshag Guests at the sold out event shagged the night away.
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INTERNSHIP FAIR
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This year the Moore School hosted its first internship fair to provide more opportunities for students to prepare
for stellar positions before they graduate. The fair was
offered to sophomores and juniors to help them open doors to employers by gaining real-world experience. Hunter Looper (BSBA ’08), undergraduate internship coordinator, helped bring the fair to life. In her new role, she hopes to connect more alumni to the school and more students to jobs. “We had 30 companies attend this year,” Looper says. “Our goal was 15 to 20, so we doubled that. Next year we want to continue to grow and have more internship opportunities for our students.” Alumni can help the Moore School, and their companies, by alerting Looper and the team at the Office of Career Management to any internship or job openings. Looper works with both new and established corporate partners to identify undergraduate internship opportunities for business students in all majors. “Internships are important ways to gain the business experience employers and looking for. It really is important in all aspects,” Looper says. “An internship gives you valuable experience, and a competitive edge in interviewing. Also, students may find that a successful internship can turn into a full-time position.” “We’ve got a lot of potential with our students,” she says. “We’ve got a great faculty preparing our students, and alumni have been here so they know what a wonderful school this is.” To share internship opportunities within your company, contact Looper at 803-777-5677, or Hunter.Looper@moore.sc.edu. by Liz McCarthy
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2015 ECONOMIC OUTLOOK CONFERENCE
For 35 years, the Moore School has
provided a detailed economic forecast
to help business and government leaders be better prepared for the
coming year. At the 2015 Economic Outlook Conference, Moore School economists Doug Woodward and
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Joey Von Nessen offered their optimistic predictions that 2016 will see continued growth, and real increases in wages and high-income jobs in South Carolina.
Joey Von Nessen discusses trends across the state. Douglas Woodward introduces keynote speaker Martin Ford, author of “Rise of the Robots.”
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For 10 years, the Moore School has made earning a top-ranked MBA easier for Charlotte, N.C., working professionals with the Professional MBA program. Now the school is expanding its presence yet again in the Queen City, moving to a larger location in uptown Charlotte to accommodate a growing Professional MBA program and the addition of three graduate certificate programs. This year the Moore School will move to the ground level of the BB&T Center, located at 200 S. College St. The new location will have three classrooms and a multipurpose space for graduate certificate programs in international finance, global strategy and human resources that will launch in 2017. The certificate programs will be offered through the Moore School’s Executive Development division. The Professional MBA is a top 25-ranked program nationally in the recently released 2017 U.S. News & World Report’s Best Graduate Schools Dean Peter Brews welcomes visitors to the Moore School’s annual alumni event in Charlotte in April.
rankings. Professional MBA students who are North Carolina residents pay the same in-state tuition as students from South Carolina.
Thank a Donor for Giving Day 2016.
In December, Moore School students took part in a toy drive for underprivileged children in the Columbia area.
Moore School alumni got to know Dean Brews at a “Meet Pete” event in Atlanta.
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Dedicated Moore School Student Ambassadors conduct building tours, assist at events, serve as hosts for visitors to the building, and assist faculty and staff. They are also adept brand ambassadors with expertise on the Moore School building, academic programs and student life.
Newly minted Master of Accountancy Sarah Jane Dietz was among those who went from grad students to alumni during the May 5 Hooding ceremony.
The Moore School Young Alumni Board was established in 2014 with the mission of inspiring participation and developing a culture of philanthropy and stewardship among young alumni.
Students and faculty celebrate another year of being ranked the No. 1 undergraduate international business program and the No. 1 International MBA program in the United States by U.S. News & World Report.
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enter for Executive Succession guiding C-suite hiring decisions
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Center for Executive Succession guiding C-suite hiring decisions
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When one company CEO heard about the work being done at the Darla Moore School of Business’ Center for Executive Succession (CES), she wanted in. She contacted the center in hopes of hosting a meeting highlighting what they had done in their succession process. When another company CEO heard about that meeting, he wanted to tell his story, too. “The board members, as they learn about the kind of things that are going on at the center, are viewing it as a great resource for them to be able to highlight what they’ve done,” says CES founder Pat Wright. The expanded visibility, company partnerships and the center’s insights on executive succession have built an impressive network of research among CEOs, chief human resource officers (CHROs), company board members and HR professionals over the past year. The center’s mission is to be an objective source of information for human resources executives who are tasked with guiding and advising boards
by Charlene Slaughter
on C-suite hiring decisions. Today, Wright says while the center is CHRO dominant, its expansion to meet the needs of other executive succession stakeholders has exceeded expectations. “We viewed it initially as building through the chief HR officer and that the center itself would be attractive to CEOs and board members — anybody who’s involved in C-suite succession,” Wright says. “In that sense, I think we’ve grown beyond our expectations. It still is a CHRO-dominated center, no doubt about that, but at least we’re meeting the needs of other stakeholders more quickly than I think we expected when we started the center.” The center has grown from 10 to 18 partner companies, with plans to expand to up to 30 companies in the next year. Wright says the center is continuing to try to build the company base to help increase the visibility of the center. Companies use the center’s resources to learn about the kinds of research and trends in executive succession, and
Pat Wright
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the meetings and networking opportunities provide an outlet to highlight their own best practices. Sharing this knowledge has resulted in companies looking more closely at their succession practices to see if they align with work being done at the center. In some cases, CEOs are using this information to help them make smarter decisions. Wright says the companies are seeing the value in the research and shared knowledge that is coming out of the center and from the products the center offers. “We send out research briefs and newsletters highlighting executive succession — we send them to all of our CHRO partners, and they are forwarding the information on to their board members who work closely with C-suite succession,” Wright says, “and their board members are really using the information they get from the center.” Research at the center is also expanding to not only target CHROs, but to encourage academic research as well. Research projects include the annual “HR at Moore” survey of chief human resources officers, which focuses on specific aspects of C-suite succession, succession failures and the newest study on how boards define success in CEO succession. The latest research project turns to board members to give their perspective on successes and failures in CEO succession and share what they think are the key components to the process of choosing a successful CEO. “We are capturing interesting information about the things boards look at to determine whether or not the CEO succession process was a success or a failure, and what they think are the key components to the process of choosing a successful CEO,” Wright says. “We are also trying to create the center to be a generator of good academic research. Our ability to conduct practice-based research can impact organizations in how they do succes-
sion, but at the same time we gather information that allows our faculty to disseminate knowledge in academic outlets as well.” In addition to current research projects, the center faculty has produced several research reports including the C-suite Biases Succession Report, a version of which became a Wall Street Journal article on what can go wrong in C-suite succession.
Clockwise from top left — Lilicia Bailey, former EVP & chief people officer, Belk, Inc.; L. Kevin Cox, CHRO of American Express Company; John Murabito, executive VP, Human Resources and Services, Cigna Corporation; and Jonathan Ferrar, vice president, IBM Smarter Workforce, are among HR leaders sharing their insights and contributing to research on HR and succession planning best practices with the Center for Executive Succession.
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Transforming lives and business partnerships at the Moore School by David Lund
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Unlike other colleges at USC, the Moore School is in the business of business. Our purpose is to transform lives and prepare students for success in the business community. Done well, we not only transform lives but also the companies that hire our students. Over time, we have come to appreciate that developing close partnerships with the business community has mutual integrated benefits. But, these benefits start with our students. To prepare students to be effective team members and project leaders following graduation, we must equip them with more than book learning and classroom lectures. Business today is dynamic. To be current and at the frontier of business leadership, students need to master not only functional knowledge about industries, marketplaces and tools, but also gain experience in analyzing real-world business challenges and making decisions based on actual market conditions and company data. The Moore School has established business partnerships with nearly 100 companies that work closely with our students, providing real-world business insights and experience in many forms. Some business leaders speak to our classes, and in so doing not only provide their insights, but also get to know our students and faculty. Others provide real-world experience by working with a student consulting team on a current business challenge facing the company. During these consulting projects, our company partners receive strategic recommendations and solutions that often solve tough challenges and save the company money; students come away with experiences that transcend classroom lectures. Participating companies are often so
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taken with the caliber of their student consultants that they hire Moore School students following the project. These consulting projects not only develop a student; they also provide a great opportunity to identify great student talent for future hires. Another opportunity that benefits both students and corporate partners is summer internships. Some companies have structured internship programs, but others seek out one student to provide manpower over the summer with the hopes that this student may want to stay on following graduation. Industry data shows that students completing a summer internship have stronger experience and may earn up to $10,000 more in their first job than students who did not have an internship in their field of study. The Moore School is expanding its efforts to secure student internships in all undergraduate majors and for the International MBA and Masters of Human Resources programs, and frequently looks to our alumni to provide internship opportunities. It’s one way alumni can enhance company productivity and change the life of a promising student at the same time. In fact, the Moore School’s efforts to establish productive partnerships with corporate partners is a fundamental element of a long-term strategy to keep the school on the leading edge of business education. The school offers an entire portfolio of opportunities for the corporate partners, and in turn they help us keep our curriculum current and provide career-shaping opportunities for students. Alumni benefit, too, as the school expands its visibility and
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reputation in the global business community, and better-prepared students enter the workforce. The portfolio of corporate partnership opportunities includes student placement and internships through the Office of Career Management and recruiting events in spring and fall, as well as a new internship fair. Consulting projects are run through a growing group of specialized centers, and center advisory boards offer the school an extraordinary pool of knowledge to keep the curriculum current. Companies also send executives to the Moore School for continuing education through our Executive Development division. In many cases, it is a Moore School alumnus who forges a corporate partnership, and often an alumnus who serves on an advisory board or works directly with students on a consulting project. In every case, the school makes sure each of its corporate partners sees a genuine return on the investment of time and money in the Moore School. Invariably, however, the first thing or corporate partners tell us is how much they learn from students, how the experience energizes their
Executive Development creating new certificate programs
company and how rewarding it is to help shape the future of a bright student. They discover the thrill of shaping a life. When that happens, we know we have a true partner for the long term.
Moore School Centers Center for Advancement of Accounting Center for Applied Business Analytics Center for Executive Succession Center for Global Supply Chain and Process Management Center for International Business Center for Marketing Solutions Faber Entrepreneurship Center Risk and Uncertainty Management Center Riegel & Emory Human Resources Center
Leadership Excellence, Global Strategy, International Finance and Human Resources are new topics for certificate programs that will be introduced by the Moore School’s Executive Development program in 2017. The Certificate in Leadership Excellence will be offered at the Columbia, S.C., campus for high potential managers and company owners. This five-course program strengthens skills in leadership competency through courses such as translating strategy into results, being an effective leader, leading change and effective decision making. The Moore School’s new Charlotte Executive Development Center will offer three new graduate certificates. The four-course certif-
icate programs in Global Strategy, International Finance and Human Resources provide graduate credits that can also be applied towards the completion of an MBA degree. Each course will be taught over three weekends with classes meeting on Friday afternoons and all day Saturday. These certificate programs leverage the strengths of the Moore School faculty and are a next step in our efforts to offer high-impact executive development options to the Charlotte business community. The Moore School also offers graduate certificates in cost management and enterprise resource planning (ERP) on the Columbia campus. More information on all of these programs is available at learnmoore.sc.edu. UNIVERSIT Y OF SOUTH CAROLINA
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a lasting inspiration by Liz McCarthy
Alumni create a fellowship to honor their former professor
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Beyond the walls and the whiteboards, beyond the clubs and organizations, beyond the textbooks and friendships, for many students it’s the professors who can make a collegiate experience memorable. They are the ones who can instill passion, direct career choices and leave indelible imprints on their pupils. Jim Edwards was just that for Lloyd Johnson (BSBA ’80, MACC ’81) and Roger Nanney (BSBA ’80, MACC ’82). Edwards began teaching at the University of South Carolina in 1971 after obtaining his Ph.D. from the University of Georgia. He spent an eight-year stint in the Marine Corps, several years as a managing partner in Wilson, Edwards and Swang in Nashville, Tenn., and 10 years as the vice president of Integrated Cost Management Systems in Arlington, Texas. But it was his work in the classroom that left a lasting impression on the students who took his courses. In conversations with former students, they highlight his involvement outside of the classroom, taking time to foster careers and help young students become future executives. “He meant a lot to me and to others who have come through his program. He was not just a professor. I viewed him as a coach, a mentor,” says Johnson, who is retired from Accenture and lives in Charlotte, N.C. “He was very student focused. He spent a lot of time counseling the students, not just on the academic requirements but also on career objectives.” Johnson and Nanney helped establish the Dr. James B. Edwards Endowed Fellowship Fund to provide support for fellowships in the Master of Accountancy (MACC) program. The two hope to raise $500,000 for the endowment. “I feel very strongly that Jim Edwards has been a major contributor to the accounting profession through his work at the university,” Johnson says. “And I believe that the number of years that he has been a professor, the number of students who have come through his courses and the number of leaders he developed in the profession really support not only recognition of him as a superior professor but also a remembrance of him for all the good work that he has done.”
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For Nanney, Edwards was an important part of his experience at the Moore School who helped him connect to his career path. Now a vice chairman at Deloitte, LLP in Dallas, Nanney remembers Edwards’ door always being open for students. “He was an outstanding professor. He was well-known for having a great reputation, for really taking time with students. In my case, he took the time to be a mentor and a coach,” Nanney says. “In a university as large as South Carolina, those are pleasant surprises when you find professors who can take an interest in the individual.” His former students carried much of that attentive teaching with them throughout their careers. Edwards encouraged his students to focus on their profession, not just course work. “I had a 35-year professional career in accounting and finance, and I think the foundation was built with his guidance and coaching,” Johnson says. “He helped me be successful in some of the largest corporations around the world.” While officially retiring in 2005, Edwards has continued to teach at the Moore School and to publish research over the past 10 years. His teaching continued for both the School of Accounting and the MBA program the semester after retiring and he has been diligently in the classroom, enlightening minds on an on-going basis. “Dr. Edwards’ first interest is in the student, at least that was my perspective,” Nanney says. “I think he set the example for the types of professors who really make a difference at the university; those who are not only outstanding in the work that they do, but also have a
real interest in seeing the success of their students. This fellowship is a good way to ensure that that legacy is there and helps set the example for those who come to the university behind him.” Nanney, who played an integral role in the university’s Carolina’s Promise campaign that helped raise $1 billion, reconnected with Johnson. The two met as a part of the first MACC class, a program that was started with Edwards’ help. Years later they decided to gather support to honor the professor who helped them both become successful in finance and accounting. “It will allow us to provide another way to advance and grow the accounting program,” Nanney says of the fellowship. “It also will provide a way for students to continue their education at the university who otherwise might not be able to.” Johnson says he hopes the fellowship will also recognize the attributes Edwards brought to the classroom — integrity and professionalism. Jim Edwards “I started as a student with minimal resources and became very successful just because of what USC was able to assist me with and because of the culture and guidance of the professors, especially Jim Edwards,” he says. “I hope it will give students who have the capabilities, who have the potential to be successful especially in accounting and finance area, the same opportunity. Students have an exciting future ahead of them and can certainly benefit from a fellowship like this and other individuals who have come through the school reaching back and providing resources, being sources for hiring and career development.”
As of spring 2016, the fellowship has raised $100,500. If you’d like to help us honor Dr. Edwards, please contact Margaret Meadows, director of development, at margaret.meadows@moore.sc.edu or 803-777-7311. Gifts should be made to the Business Partnership Foundation and directed to the Edwards Fellowship.
UNIVERSIT Y OF SOUTH CAROLINA
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Distinguished Awards Recipients The 32nd Annual Leadership Dinner and Awards Ceremony was held on April 19. The awards for Distinguished Alumni, Distinguished Young Alumni and Distinguished Service are the highest honors that the school presents. The Distinguished Alumni and Distinguished Young Alumni awards are presented to alumni of the Moore School with outstanding achievements in business, academia, government or not-for-profit organizations, and/or outstanding service to the business school. The Distinguished Service award is presented to an individual who has rendered extraordinary service to the Moore School.
2016 Distinguished Young Alumnus Award William E. (Trey) Ackerman III (BSBA ’97, MTAX ’98) Market Managing Partner Dixon Hughes Goodman LLP
Born and Raised: Born in St. Petersburg, Fla., but raised in Andrews, S.C. Defining moment in life: When I was living in Andrews, one family took particular interest in me. The Parsons family helped me with jobs throughout high school, supported me financially in college and instilled within me the idea of giving back, something that drives me today. Reaction to being named Distinguished Young Alumnus: I was in complete shock when Dean Brews called me to tell me I won. I thought it was an early April fools prank! I joked with him that they must have been low on candidates this year. He said, “you never know what you’ll find when you scrape the bottom of the barrel.” I was just humbled to even be considered, let alone selected. Leadership tips: I advise everyone to invest in themselves and be a life-long learner. I recommend having mentors and sponsors, and reading Patrick Lencioni’s books. He has an amazing way of teaching leadership principles through fables. What do you want the Carolina community to take away from your work: I hope that the community can see that we can all make a difference in our own way. I want to challenge others to step up and help others. To me, I get such a sense of fulfillment when I am able to help someone accomplish his or her goals.
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2016 Distinguished Young Alumna Award Kim Buckner Land
(USC ’98, MBA ’02) Instructor of Marketing Johnson College of Business and Economics, USC Upstate
Born and Raised: Spartanburg, S.C. Proudest accomplishment to date: Being selected for the “40 Under 40” list by Direct Marketing News in 2014. Having my professional work and achievements recognized nationally along with such an elite group of honorees was such a blessing. The award was a bit unexpected as I was a marketing director for several mid-sized newspaper groups down south — past winners came from Fortune 500 companies and technical stars. Defining moment in career: Becoming a mother was the moment that changed my life. Before my daughter was born, my career was so important to me. Being successful and happy in my career is still very important to me, but she totally changed my priorities and the way I view the world. What do you want the Carolina community to take away from your work: I want people to know that you can be successful professionally and fulfilled personally. I want young women to know that they can flourish in a business setting without sacrificing their family. It’s important to always put your faith and your family first, by working smarter, you can maintain your career without it consuming your life. Why did you decide to become an instructor? I’d never considered teaching, but was approached with an opportunity to join the team at the Johnson College of Business and Economics as an instructor of marketing. The opportunity to use my professional experience to get students excited about marketing was exciting, so I completely changed my career path.
DA R L A M O O R E S C H O O L O F B U S I N E S S
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2016 Distinguished Service Award Joel A. Smith III
Dean Emeritus Darla Moore School of Business
2016 Distinguished Alumnus Award James McCauley (Mac) Bennett (BSBA ’80) President and Chief Executive Officer United Way of the Midlands
Born and Raised: Columbia, S.C. Proudest accomplishment to date: I would have to say my family is my proudest accomplishment. Without them, my professional success is meaningless. It is very special to watch them grow individually and as a family. Reaction to being named Distinguished Service Award winner: I was very surprised and grateful. It’s a validation of sorts of my time spent at the Moore School. The award has come full circle. During my time at the Moore School, we added enthusiasm and celebration to the leadership dinner, so it is especially rewarding to be recognized at this event. Future hope for Carolina community: That USC continues to grow and thrive without diluting the quality of the education. It’s a unique challenge to control and sustain the growth successfully. What do you think of Moore School happenings since you left: It is just unbelievable. The new building is such a symbol of Moore School character and growth. I am proud to say I was a part of it. The quality of a degree continues to improve and our students are thriving. What do you want the Carolina community to take away from your work: That people from different backgrounds can create worthwhile outcomes within an academic community. When I was first named dean, there were many questions of my qualifications, but it was interesting to see how a business background translates into the position of the business school dean. I would like to think it was a successful experiment.
LEADERSHIP DINNER AND AWA R D S CEREMONY
Born and Raised: Cheraw, S.C. Proudest accomplishment to date: The building of the 260-bed Transitions Homeless Center and the WellsPartners Adult Dental Clinic. Although I am proud of the physical buildings and what they offer, I am more focused on the community coming together to make all of these moving pieces successful. On being a leader: Leaders don’t normally think of themselves as leaders. I think of myself as someone who is capable of bringing people together and bringing out the best in the people around me. God placed me in a certain time to do things and resources have been around me to get these things done. What do you want the Carolina community to take away from your work: I hope that people recognize that non-profits are businesses, too. The main difference is retained earnings. It’s important to note that non-profits as an economic sector of our society are gaining importance. His inspiration: I tend to be inspired most by the extraordinary things that ordinary people do. The recent floods brought about heroic efforts by people across our community. I continue to be inspired by some of the things I hear that were done. I also love seeing neighbors helping neighbors, and people not from Columbia giving time and energy to ease the pain of the devastation that occurred in October. Besides my faith, my family is the most important thing to me, and my wife inspires me daily with her love of Jesus Christ.
DARLA MOORE SCHOOL OF BUSINESS THE UNIVERSITY OF SOUTH CAROLINA
TUESDAY APRIL 18, 2017
m o o r e . s c . e d u /awa r d s
UNIVERSIT Y OF SOUTH CAROLINA
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A young alumna’s
connection
to the Dean’s Circle by Liz McCarthy
R
Rachel Broniak knows exactly what giving back can mean to students at the Darla Moore School of Business. Broniak (BSBA ’08, MACC ’09) came to Carolina from Michigan as a McKissick Scholar. Before orientation she had never even been to
the state of South Carolina. “As I look back on my time at USC, it was actually a random path that got
me there,” says Broniak. “I had all these really fantastic opportunities
when I was at USC. When I think about where I am now and all the things that I got to do, scholarships and the environment and opportunities, it makes me want to give that experience to someone else.” Broniak, a tax manager for Rödl Langford de Kock LLP in Atlanta, joined the Dean’s Circle as a young alumna this year. Her gift to the
accounting program was matched by a previous employer. “I feel like that was my biggest connection to the university. If it hadn’t been for the accounting program, I wouldn’t have stayed on to do my masters and get a fellowship. I wouldn’t have the great full-time position that I have now,” she says. She also credits her international business degree with helping her land an international rotation with a firm in Montreal, Canada, and a job with her current employer that does inbound and outbound tax work for international entities. Broniak says she plans to continue to give and remain the in Dean’s Circle by giving each year. The Dean’s Circle recognizes donors who annually (July 1-
“
June 30) give $1,000 or more.
I think it’s important to pay it forward. Do for someone else what was done for you.”
“I’m financially able to make this kind of contribution, and because of the great respect I have for the Moore School, I want to give,” says Broniak, who remains involved with
her local alumni group and the school’s Young Alumni Board. “When I reflect on it, I think about the great education I got, and how much all those people shaped me.” For other young alumni unsure of giving, Broniak says they should consider giving back, especially if an employer will match the contribution. “Unless you paid for your school all by yourself, chances are somebody helped you. And I think it’s important to pay it forward,” she says. “Do for someone else what was done for you. If you have the means, by all means, do more.”
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The Darla Moore School of Business produces business-ready graduates who have deep functional expertise, are socially and culturally adept and possess a disciplined approach to successful teamwork. These globally competitive graduates become future business leaders who fuel economic development and prosperity both locally and in markets worldwide.
STRONG TODAY, BUILDING FOR TOMORROW:
THE UNDERGRADUATE EXCELLENCE INITIATIVE
Curriculum-wide increase in academic rigor
New tenure track and clinical faculty
Expanding curriculum-wide business analytics
Increased GPA and statistics requirements for academic progression
Intensive scholars programs in each major
Close collaboration with industry partners
Real-world consulting projects and internships
Communications, professionalism and team-building skills
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Non-Profit Organization U.S. POSTAGE
PAID
Permit #766 Columbia, SC
1014 Greene Street Columbia, SC 29208
Four ways to stay connected.
Connect with us on social media
Twitter @MooreSchool Instagram @Moore_School Facebook: facebook.com/mooreschool linkedIn: Darla Moore School of Business
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