Chapter 17Raising Quality
On the first Monday in June 2005, the faculty members of the Harvard Business School (HBS) were called by their dean, Kim Clark, to an unscheduled meeting. It was a season of success for HBS. In the ten years since Clark had taken the helm, the school had seen a significant increase in its faculty and a tripling of its endowment.1 Its century-old Georgian-style campus showcased four new donor-funded buildings and had been extended by the creation of six research centers around the world, helping Neil Rudenstine characterize Harvard as a “far flung empire on which the sun never sets.”2
Clark, holder of bachelor's, master's, and doctoral degrees in economics from Harvard, was admired as both a scholar and a leader. ...
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