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carroll school of management
Master of Business Administration
2 Faculty 6 Community 8 Full-Time MBA 12 Evening MBA 16 Applied Learning 22 Career s and the Alumni Network 26 Boston 28 Admission
The Boston College Carroll School of Management prepares students to think critically, manage change, and create solutions to pressing problems. Our MBA program is built on a rigorous academic foundation that combines breadth of knowledge in the disciplines of management, depth of knowledge in a management specialization, and a wealth of practical management experiences. Students here gain hands-on experience through case studies, internships, field study, and real-world consulting and business plan projects. They make lasting connections with faculty and other members of the Carroll School community. And they graduate with a deep understanding of the ethical responsibilities of leadership.
A graduate program is as strong as the values that drive it. At the Carroll School of Management, our core values—honesty and integrity, mutual respect, pursuit of excellence, and personal accountability—are an integral part of who we are.
Core Values of the Carroll School Honesty and Integrity. We are committed
Pursuit of Excellence. We are committed
to promoting the highest standards of honesty
to creating an environment where all members
and integrity to ensure that all members of
of the community pursue the highest possible
the community recognize the inherent benefits
level of academic performance and personal
of living these ideals and to guarantee that
development for themselves and other members
academic performance is evaluated reliably and
of the community.
rewarded fairly. Per sonal Accountability. We are comMutual Respect. We are committed to foster-
mitted to fostering an environment where
ing an environment in which every member
every member of the community understands
of the community nurtures the spirit of trust,
and accepts responsibility for upholding and
teamwork, openness, and respect that is
reinforcing our values.
necessary to embrace and fully capitalize on our professional community.
These guiding principles are a way of life for every member of the Carroll School community, and serve as the foundation for building strong, trust-based relationships among students, faculty, administration, alumni, and employers.
Ronnie Sadka Professor of Finance Hillenbrand Family Faculty Fellow "My research focuses primarily on understanding liquidity in the financial markets. I have access to all the trades that have occurred on the New York Stock Exchange—nearly a trillion observations. I constructed a liquidity risk factor, an aggregate measure for the average cost of a stock transaction, and noticed that it changes dramatically from month to month. I later found that this liquidity risk factor can explain the performance of several popular equity trading strategies as well as the outperformance of some mutual funds and hedge funds. In looking at the data for another research project, my partners and I found something that no one had noticed before: some stocks do well in particular half hours of the day. For example, a stock that performs well between 2:00 and 2:30 on one day is likely to continue to perform well at that same time every day for almost a month. People were completely shocked by this finding. Our theory is that large-asset managers do not change their trading model every day. Rather, they trade different accounts on different days, but they're working with the same stocks and they're trading at the same time of day. When we first started this work in 2007, people were skeptical. They didn't see the importance of studying half-hour returns. Today, high-frequency trading is one of the central topics of debate among financial regulators. We are now looking at milliseconds, and people recognize that a half hour is a lifetime for highfrequency trades." Ronnie Sadka's research has been published widely in financial journals. Prior to joining the faculty at Boston College, Professor Sadka taught at the University of Chicago, New York University, Northwestern University, and the University of Washington. His industry experience includes Goldman Sachs Asset Management and Lehman Brothers (quantitative strategies).
The Carroll School's faculty is distinguished by an extraordinary combination of research talent and teaching ability. Professors here are researchers, consultants, and thought leaders in every aspect of business. They consistently make important contributions to leading management journals and publications. They comment on current business topics in national media, contribute to discussions at the highest levels of government, and consult for some of the largest companies and nonprofit organizations in the world today. At the same time, Carroll School faculty members are exceptional teachers who share a deep commitment to educating the next generation of business leaders. Our collaborative environment and strong sense of community attract faculty members who place a high value on connecting with students and serving as advisors and mentors. In and out of the classroom, Carroll School professors work closely with students to help them achieve their goals.
G. Peter Wilson Joseph L. Sweeney Chair of Accounting "When my first-year MBA students come back from doing their internships and I ask them what they learned in my class, the answer always involves technical skills. When I ask the same question five years out of school, they've forgotten the technical details. Instead, they say I taught them concepts—how to think critically about issues. If you ask them 15 years out, they say they learned how to think—how to be a healthy skeptic. By then, they've forgotten 100 percent of the technical detail. After 25 or 30 years, they focus on the values that Boston College taught them without even realizing it: respect, teamwork, doing the right thing at the right
time. Those are the inherent values that come with the University's 150 years of Jesuit tradition. On the first day of class I tell my students, 'I'm a very good teacher. I've been doing this for 40 years, and I'm quite, quite good—but I'm not great. By myself, I can't make the course great. But when we all work together, then we make the journey to understanding and value.' My job in the classroom is to be the orchestrator—to help students begin to make the journey from 'me' to 'we.' A great deal of what goes on in my class deals with accounting, but there are also much bigger lessons going on. These are the journeys we're helping students begin to make." G. Peter Wilson is an award-winning educator who often serves as a speaker, an instructor, a media spokesperson, and a consultant to major companies. His research investigates the impact of accounting and tax rules on managers' investment, operating, financing, and reporting decisions. Professor Wilson has served on the faculties of Lake-Sumter Community College, Carnegie-Mellon University, Stanford University, Harvard University, and the Massachusetts Institute of Technology.
Kathleen Seiders Professor of Marketing "Teaching at Boston College is a dream. The University has an extremely collegial environment with a strong sense of respect among faculty, students, and the administration. It's a place where people genuinely support each other and pull for each other's success. Also, the University is moving forward on a steep trajectory—expanding, hiring talented new faculty, and aggressively dedicating more resources to teaching and research. At the same time, students continue to be very front and center. The administration pays special attention to the student experience, developing new programs and adjusting the curriculum in response to what's going on in the world. MBA students here are very motivated, and they come to the classroom with terrific experience. In my classroom, I use an interactive teaching style that allows students to bring that experience into the discussion. Instead of using a textbook, I assign case studies that tell stories about companies facing issues with advertising, branding, and other aspects of business. Then we discuss each case, sharing ideas and talking about what's feasible, what's effective, and what might not work. There's no right answer, and we get a lot of different perspectives. That's important, because although our students have rich experience in one or two industries, they need to understand other industries and perspectives too." Kathleen Seiders conducts research in the areas of customer convenience, retailing and service strategy, and public policy and food marketing. Past president of the Academic Council of the American Marketing Association, Professor Seiders has appeared on 60 Minutes, CBS Morning News, and NPR's Marketplace. Before launching her academic career, she worked in the food retailing industry.
Maria T. Lopez, mba '11 Associate Marketing Manager, General Mills "The highlight of my experience at Boston College was the people. I always thought of business schools as competitive places where it's every man for himself, but at the Carroll School there's a unique balance between competition and support. Students here are competitive, but they also want to see you succeed—and they are very willing to help you do so. When one of my classmates and I applied for the same internship, we prepared for interviews together. We asked each other practice questions, provided feedback, drove together to the final interview, and went out for sushi afterwards. When I started looking for a full-time job, my classmates sent me job listings even when they were applying for the same post. The professors, too, are exceptionally caring and considerate. They know how to balance different learning styles, and they're more than willing to take the time to explain concepts outside of class. I worked as a research assistant for a marketing professor who recently presented some major research to the FDA on the convenience of over-the-counter drugs. We collaborated very well together, and she ended up being my mentor. That collaborative atmosphere permeates through the classroom as well. One person will start work on a study guide, then someone else will work on the next chapter, and in the end 15 people are involved. Each individual's success is everyone's success, and Boston College succeeds as a result."
At the heart of the Carroll School experience is a collaborative spirit and a vibrant sense of community. In part, that's because classes are small—enrollment in the Full-Time MBA class is limited to approximately 100 students per year. This gives students remarkable access to some of the finest teachers and researchers in the world, and plenty of opportunities to make their voices heard. What's more, MBA students spend a significant amount of time working together in teams. Across the curriculum, students form teams to tackle specific class projects and assignments. In the Full-Time Program, teamwork forms the basis of three semester-long projects: the Design Thinking Project, the Consulting Project, and the Business Plan Project. In addition, Carroll School students often team up informally to form study groups. Boston College's Jesuit heritage also plays a role in fostering a sense of community. All MBA students fulfill the University's tradition of service—a program requirement—by serving as mentors, role models, or tutors in underserved communities, or by providing pro bono professional services to local nonprofit organizations. The Graduate Management Association provides additional opportunities to gain leadership experience and develop personal and professional interests through its numerous school-sponsored clubs, Graduate Women in Business, the Tech Club, and the Graduate Finance Association.
Meaghan Carey, mba '11 Lead Financial Analyst, Finance Leadership Development Program, Target Corporation "I came to Boston College from a position in public accounting at PricewaterhouseCoopers. My background was heavily weighted toward accounting and finance, and I knew I needed to broaden my scope in order to stay in retailing and consumer products. I credit the coursework at the Carroll School with giving me new ways to look at business problems. The core curriculum introduced me to formal MBA structures and frameworks that you need to attack those problems and find solutions. Also, I took a brand management class that gave me a new perspective on the importance of branding, and I had an internship with a major footwear company. Between the internship and the coursework, I was well prepared to add value to a major retailer. Before even graduating from the MBA program, I had a job lined up with Target's corporate headquarters in a three-year management development program. I hadn't realized that BC was on their radar, but the company's recruiters had seen my background on the Carroll School's career strategies website and contacted me for an interview. Target is just one of several top Fortune 500 companies that actively recruit Boston College MBAs—and that says a lot about the school."
The Full-time MBA
Each year, 100 students embark on the two-year Full-Time MBA Program. We carefully select individuals who bring a varied set of backgrounds and experiences to dynamic class discussions, team projects, and applied learning opportunities. While each class is diverse, our students share a desire for learning, personal growth, and professional advancement. In the first year, students progress through the program as a cohort, developing close ties with their classmates along the way. The second year focuses on electives and opportunities for academic-year internships.
Curriculum The Full-Time MBA curriculum combines carefully sequenced courses with experiential learning components. The foundation of the curriculum is the three-semester Management Practice course sequence, which introduces students to cross-functional learning through design thinking projects, professional consulting engagements, new business designs, and strategic analysis.
Year One Coursework begins with an introduction to the ways effective managers add value in their organizations. During the first semester, students build a broad foundation of business knowledge and capabilities. The second semester includes an examination of the complex demands of managing in a changing global environment. The first year also includes three electives, an introduction to design thinking, and the Consulting Project, in which student teams deliver practical solutions to real-world clients.
The Full-time MBA
Year Two
Dual-Degree Progr ams
The second year of coursework is designed to strengthen students' essential skills while developing depth in a functional or interdisciplinary specialization of choice. Students take seven electives spread over the two semesters of the second year. The second year also includes the Business Plan Project. Working in teams, students take an idea for a product or service from concept to the completion of an investment-grade business plan. In addition, many students choose to pursue an academic-year internship.
The Carroll School of Management offers more than 18 highly regarded dual-degree programs in collaboration with other schools and programs at Boston College. Typically, more than 10 percent of students combine their MBA degrees with other graduate degrees, such as Juris Doctor (JD), Accounting (MSA), and Social Work (MSW). In addition, students may combine an MBA at the Carroll School with a Master's in Urban and Environmental Planning and Policy at Tufts University. Students are generally able to complete the requirements of a dual-degree program in significantly less time than it would take to pursue each program separately. Most dual-degree programs take three years to complete, but program lengths vary. To enroll in a dual-degree program, students must apply and be admitted to both schools involved. Dual-degree programs have varying requirements.
Customizing the MBA The Carroll School offers an array of specializations designed to develop depth and expertise in a functional or interdisciplinary business area. All Full-Time MBA students are required to complete a specialization with at least six elective courses. Students begin taking these electives as early as the second semester.
Areas of Specialization Asset Management Business Analytics Competitive Service Delivery Corporate Finance Entrepreneurial Management Financial Reporting and Control Global Management Leadership and Management Marketing and Information Analytics Product and Brand Management Tailored Specialization * * If your preferred course of study is not available, you may be able to work with a faculty member to develop a personalized specialization.
The Full-time MBA
full-time mba program curriculum year 1—semester 1* 7 weeks
(16 credits)
7 weeks
year 1—semester 2 7 weeks
(16 credits)
7 weeks
Management Practice I: Manager's Laboratory (2)
Management Practice II: Acting in Organizations (3)
Accounting (2)
Economics (2)
Operations Management (2)
Global Capitalism, Culture, and Ethics (2)
Managing People and Organizations (2)
Financial Management (2)
Elective (2)
Elective (2)
Statistics (2)
Information Technology for Management (2)
Strategic Management (2)
Elective (2)
Marketing (2)
Modeling and Decision Analysis (1)
year 2—semester 1
(12 credits)
year 2—semester 2
14 weeks
14 weeks
Management Practice III: Business Planning and Entrepreneurship (3)
Elective (3)
Elective (3)
Elective (3)
Elective (3)
Elective (3)
Elective (3)
Elective (3)
* The first semester begins with a one-week orientation.
(12 credits)
Joseph Hannasch, mba '11 Contracts Manager, General Electric "I was on active duty in the Air Force for nearly six years before I started looking at MBA programs. My job in the Service involved contracts and acquisitions, so I was encountering some business concepts that I didn't know much about. I decided it would be a good idea to get a greater understanding of the business world. I went to an information session at the Carroll School, where I heard students talk about the school's values and the importance of accountability, integrity, and mutual respect. That resonated strongly with me, because those values lined up very closely with what I had been steeped in as a member of the military. Even though I was a part-time student, I found opportunities to get involved outside of class. As the Evening Program representative to the Graduate Management Association (GMA), for example, I was involved with planning events and budgeting. Most of the members of the GMA were full-time students, but it was an inclusive group that accommodated the concerns of part-time students. I left the military in December 2008, in large part so I could stay in Boston and continue with my MBA. I started working at General Electric while I was still in school. I'm still with GE, but now that I've completed my MBA, I have increased responsibilities and I'm involved in strategic planning."
The evening MBA
The Evening MBA Program offers a flexible option for professionals who wish to continue their careers while pursuing a graduate management degree. Evening MBA students work in collaboration with the same world-class scholars and teachers who deliver the Full-Time MBA Program. Classes are small, and students enjoy a strong sense of community. The program attracts a diverse mix of highly motivated individuals from the vibrant and diverse regional business community. For the 12th consecutive year, the Boston College Evening MBA Program has been ranked in the nation's top 35 by U.S. News & World Report.
Curriculum The required core curriculum provides a strong foundation in managerial, analytical, and practical management skills. In the Business Development Workshop, students undertake an innovative new-venture planning exercise that hones presentation skills and takes analytical and teamwork skills to a higher level. Evening MBA Program study is capped by two integrative courses which examine competitive strategy and social issues from a management perspective. Finally, students choose electives that allow them to pursue their interests and enhance their functional expertise. Evening students take elective courses together with FullTime MBA students, expanding their community as well as their professional networks.
The evening MBA
evening mba program curriculum core cour ses
(24 credits)
suggested semester
Managing People and Organizations
Information Technology for Management
Financial Management
Operations Management
integr ative cour ses
(32 credits)
suggested semester
Business Development Workshop
3 or 4
Strategic Management
Managing Business in Society
24 (3 each)
Elective Courses (8)
The evening MBA
Scheduling Options
Evening students may complete a concentration in an area of particular interest by taking at least three elective courses in that area. The following concentrations are available:
The Carroll School offers two pathways through the Evening MBA Program. Under our cohort model, students take all core courses with the same group of students—fostering friendships and contacts across a wide range of businesses and industries. Alternatively, students may choose the self-paced option, which allows for greater flexibility in the course schedule. Students generally take two courses in the fall and spring semesters, but may take additional courses during the summer. Most Evening MBA Program classes meet weekdays from 7:00 to 9:30 p.m. during the academic year, with a limited number meeting from 4:30 to 7:00 p.m. and on Saturdays. Summer courses meet weekdays from 6:30 to 9:30 p.m. Evening MBA Program students typically complete their degrees in three or four years.
Asset Management Business Analytics Competitive Service Delivery Corporate Finance Entrepreneurial Management Financial Reporting and Controls Global Management Leadership and Management Marketing and Information Analytics Product and Brand Management
Cour se Waiver s Evening MBA students who have demonstrated mastery in a core subject area may receive advanced standing, thereby reducing the total number of courses required for their degree. In general, advanced standing is awarded to students who have completed one of the following: • An undergraduate major in a core course area • At least two intermediate or advanced undergraduate courses in a core area • Graduate management courses at another AACSB-accredited institution • A recognized professional certification (CPA or CFA)
Juan Concepcion, mba/jd '03 Employment and Litigation Attorney, Burns & Levinson LLP Member, Boston College Board of Trustees "While I was at BC Law, I came to appreciate that the practice of law naturally requires an understanding of business and the ability to manage and to lead. So I decided to pursue an MBA, and the Carroll School was the obvious choice. The dual-degree program provided a good balance. In law school, I learned to think critically as an individual. At the Carroll School, where the primary focus is on team-building, I was able to use that skill in the context of a team. For the Diane Weiss Consulting Competition, for example, my team worked with an impressive biotechnical company to identify an issue or process that the company needed to address. As a team, we analyzed the issue, developed strategies and steps to address it, and provided the client company with our recommendations. Presenting them in front of the company's high-ranking officials was a priceless experience. As a senior associate at Nixon Peabody, one of the nation's largest law firms, I draw on my Carroll School education every day. Every decision I make there is firmly rooted in the business acumen I gained at Boston College. I especially value BC's emphasis on doing well in business by doing good for others. Carroll School students are taught not only to create profit or great returns, but also to consider how our actions will impact society in general."
applied learning
The Carroll School was a pioneer in giving all MBA students the experience of solving real business problems at real companies in real time. Today, experiential learning is an integral part of the curriculum for students in both the Full-Time and Evening MBA programs. Core Cour sework Teamwork and Consulting Âť During the first semester of the Full-Time Program, students are introduced to the design thinking method. They learn new approaches to working in teams, generating ideas, solving problems, and making decisions. Students utilize their new skills creating the design for an original product or service. The following semester, Full-Time MBA students team up again to provide consulting services to real-world clients ranging from startup businesses to major multinational corporations and governmental agencies. The project culminates in the prestigious Diane Weiss Consulting Competition, in which teams are chosen to make formal presentations before a panel of CEOs and senior managers from leading companies. Business Planning Âť As part of the curriculum, both Full-Time and Evening MBA students plan and develop a business of their own. Working in teams, students take an idea for a product or service from concept to the completion of an investment-grade business plan. The project culminates in formal presentations in a competitive format to faculty, peers, and executives in the
applied learning
business community. Some teams even go on to launch successful businesses based on their work in this class. Curriculum in Investment Research and Management (CIRM) » The CIRM Program, which is available to both Full-Time and Evening MBA students, examines the disparate functions of successful financial services firms and provides an exceptional opportunity for students to gain investment management experience. Presented as a three-course sequence of electives, CIRM offers a reality-based curriculum that merges theoretical learning with hands-on workshops in a productively competitive environment. For qualifying students, the program culminates in "live money" portfolio management.
International and Off-Campus Opportunities International Management Experience » Students examine economic activity, market trends, and culture in Asia and Great Britain in this elective course, which culminates in a trip abroad. In Asia, they interact with business leaders, tour manufacturing operations, and meet with government officials responsible for trade and investment activity. Recent destinations include China, Hong Kong, India, Japan, South Korea, Taiwan, Thailand, and Vietnam. In London, students investigate the world's largest financial market, visiting brokerage houses, banks, asset and wealth management firms, hedge funds, and financial boutiques. They also meet with noted British finance professors. Graduate TechTrek » A field-study course, TechTrek features week-long visits to Silicon Valley, Seattle, and New York City, allowing students to tour some of the nation's hottest tech firms and participate in master classes with venture capitalists (founding partners), CEOs, and entrepreneurs. Coursework and site visits focus on management rather than "techie" issues. Among the companies visited in recent years are Amazon,
applied learning
Apple, Cisco, eBay, Google, Intel, Microsoft, Nintendo, Starbucks, Sun, Wells Fargo, and Yahoo!. International Consulting Project (ICP) » In this elective course, students work in teams on consulting projects for international clients. Students complete their research and analysis in Boston, then travel to their clients' home countries to present their recommendations. Recent projects have taken students to China and Peru. Warren Buffett & Berkshire Hathaway Field Experience » Through this highly selective program, MBA students travel to Omaha to meet with billionaire investor Warren Buffett at the headquarters of his Berkshire Hathaway hold-
ing company. In addition to a tour of Berkshire Hathaway, students participate in a closed-door Q&A and luncheon with Mr. Buffett. Students have come away from this trip "with a sense of
Jose Colin, mba '13 Senior Program Manager, Amazon.com "I came to Boston College from Mexico City, where I worked in operations for a Mexican transnational company for eight years. When it was time to move to a position with more growth potential, I knew that a graduate degree in business was the best way to complement my work experience. As an international student without permanent work authorization in the United States, I expected the job search to be challenging. But I ended up with two job offers before graduation. The first offer was from New Balance in Boston, where I had done not only a summer internship but also a part-time internship during the second year of my MBA program. Then I got a call from Amazon, inviting me to apply to their selective MBA recruiting program for a job in purchasing. Several intensive interviews later, I received a competitive offer, complete with a relocation package and visa sponsorship. My education at the Carroll School gave me the tools to compete for a job at this level, and the School's good reputation in the marketplace helped my résumé get noticed. I'm grateful that my experiences at BC allowed me to move into a position in an exciting company with a lot of growth potential."
Liz Rampolla, mba '12 Account Manager, Maritz "I started thinking about pursuing an MBA in 2007, when I was working for Pfizer in Manhattan. I planned to attend school full time, but the timing never seemed right. Then in 2010 I moved to Boston and started looking at part-time programs. I was drawn to Boston College because it had a strong academic reputation and a great sense of community—and I sensed that I would be able to have a full-time experience in a part-time setting. And that's just what I've found. Part-time students at the Carroll School can get involved in everything from executive lectures to student organizations to professional activities that enhance the academic experience. I've seen six high-level executives speak, from the CEO of Motorola to the CFO of Raytheon. And as a member of the Technology Club, I've visited local companies and met industry leaders. I had the opportunity to meet Warren Buffett, one of my idols. A group of us traveled to his company's headquarters in Omaha, where we met with him for a Q&A and a luncheon. I also visited 20 tech companies on the West Coast through the Carroll School's TechTrek program. Over the course of five days, we visited everything from small start-ups to Google to blue-chip companies, meeting with executives and seeing how different companies operate. It was a fantastic experience, and we learned more than we ever could have learned in a classroom. By the time we left, I was so inspired that I wanted to start my own company."
applied learning
the man behind the financial empire and his emphasis on the responsibility of each individual to contribute back to society."
Lectures and Events Each year, CEOs and senior executives of leading organizations across the globe come to Boston College to share insights and leading-edge thinking on the practice of business. These visits typically include informal settings that accommodate a lively exchange of questions and views. Lectures are open to all Carroll School students but do not lead to course credit. Business leaders are also frequent guests in the classroom, where they add depth and immediacy to discussions. The Manager's Studio » Hosted by faculty member Bob Radin, the Manager's Studio brings top executives to campus to share their personal and professional experiences with students. Sessions begin with an interview, offering a rare glimpse into executives' personal lives, and are followed by a student-led question and answer period. Participants in recent programs include Colin Angle, chairman of the board, CEO, and co-founder of iRobot; Laura Sen '78, CEO of BJ's
Wholesale Club (pictured top left); and William Glavin, CEO of Oppenheimer Funds. Chief Executives' Club of Boston » The Carroll School also houses the Chief Executives' Club of Boston, which is ranked the "#2 speaking venue for CEOs in the world," edged only by the Clinton Global Initiative among business forums that feature top-level CEO speakers sharing their strategic vision with other corporate leaders. * Recent speakers include PepsiCo CEO and Chairman Indra K. Nooyi; McDonald's Corporation Vice Chairman and CEO James Skinner; Microsoft CEO Steve Ballmer; and Cisco Systems, Inc., Chairman and CEO John T. Chambers (pictured below). * As ranked by Weber Shandwick from a published "Five Star Conference" study.
Speaker s at recent Carroll School lectures and events Daniel F. Akerson Chairman & CEO General Motors
Robert Kraft Chairman & CEO New England Patriots
Sharon Allen Chairman of the Board Deloitte LLP
Carol Meyrowitz President & CEO The TJX Companies, Inc.
James Gibbons President & CEO Goodwill Industries International, Inc.
Peggy Noonan Author & Columnist The Wall Street Journal
John Hammergren Chairman, President & CEO McKesson Corporation
Joseph M. Tucci Chairman, President & CEO EMC Corporation
Fay Donahue, mba '80 President and CEO Delta Dental of Massachusetts "I chose Boston College for my MBA because it seemed like the best place to learn about the issues facing general managers in the broadest possible way. While I planned to concentrate in finance, I'd also get to dig into areas like marketing and strategy, accounting, and negotiation—all of which have turned out to be crucial to my work as a president and CEO. My experience at BC was everything I'd hoped for. Not only did the faculty teach the course content, but they also taught us to think through problems and communicate our insights, and they stressed the importance of working on teams. I still remember working with some classmates on a business plan for something called 'Gourmet Kitchen White Sauce.' We had to figure out how to create the product, how to market the product, how to price the product. It was a model of a senior team, very much like the teams I work with now. The University's commitment to the idea of doing well by doing good also had a big impact on me. Our company is a huge business—we have 1,200 employees, and we sell dental benefit plans to 15 million people. But we also run an institute that promotes oral health, and our foundation supports oral-health efforts with $15,000–20,000 in charitable contributions every year. Our mission is to improve the oral health of every man, woman, and child in this country, and that commitment is so consistent with the values of BC. I still get back to BC occasionally, and I love meeting the students. They not only have the same drive and curiosity as the people I attended business school with, but also the commitment to using their gifts to make the world a better place. And that makes me feel good about the future."
Career s and the Alumni Network
When it comes to career advancement, Carroll School graduates have several distinct advantages. Not only does the MBA curriculum provide excellent preparation for a changing business environment, we also offer exceptional career services and an influential network of loyal alumni. Career Services The Career Strategies office offers a wide range of programs and events to help students clarify their interests, gain insights into a variety of industries, and interact with alumni and other business leaders. In addition, Career Strategies staff members work with each student individually to prepare them for a successful job search, providing support in developing rĂŠsumĂŠs and cover letters, preparing for interviews, and negotiating job offers.
Internships Full-Time MBA students at the Carroll School complete a summer internship after the first year of study—an excellent opportunity to apply classroom learning to the real world while making valuable industry connections. Many students continue to work with their summer internship employer or a new employer during the second year of study.
Career s and the Alumni Network
The Boston College Network Founded in 1863, Boston College is one of the world's most highly respected educational institutions. Throughout its history, Boston College has developed leaders for every field of human endeavor. Today, the Boston College alumni community encompasses more than 162,000 individuals all over the world, including nearly 35,000 graduates of the Carroll School. Graduates of the Carroll School join a loyal and influential network of leading scholars and practitioners, outstanding students, and accomplished alumni.
www.bc.edu/mbacareer s
Matt Taylor, mba/msf '04 Director of Corporate Financial Systems and Compliance, Staples "I've been part of the Boston College community for a long time. Not only do I come from a family of BC graduates, but I did my undergraduate work there as well. I never considered going anywhere else for my MBA. I knew that at the Carroll School I would be challenged and that my already extensive Boston College network would get even stronger. I was right on both counts. The professors at the Carroll School were very fair, but they pushed us hard and challenged us to be our best. And the focus on team-based projects meant that I got to know people from very different business backgrounds. In my professional life, I was primarily working with people in my own discipline, and it was beneficial to work with people with different perspectives. Before going back to school for my MBA, I was focused on my own individual contributions in the workplace, not on the company as a whole. I graduated with a much broader perspective. I might not have been setting company strategy on my first day of work at Staples after graduation, but I was thinking like a senior leader. I started at Staples as a financial analyst. I researched numbers, examined the company's performance, and made recommendations. Today, I manage five very different teams in the finance department, and my focus has shifted to operations. It's a very different role, but I was prepared to make that kind of career change because of the managerial leadership qualities that I developed at the Carroll School."
"Through cooperation and integrity we prosper."
—Carroll School Graduate Programs motto
Boston is recognized worldwide as a major center of economic activity and growth. Leading financial services and investment firms are located here, as are global organizations in consulting, advertising, and telecommunications. Innovative technology companies and groundbreaking biotech firms thrive alongside Fortune 500 manufacturing companies and household names in consumer products. The Carroll School has strong ties to the city's business community, so our students enjoy exceptional opportunities to make valuable connections, learn from local business leaders, and advance their careers. But there's more to Boston than professional opportunities. The largest metropolis in New England, this fine city boasts a lively mix of history, art, culture, entertainment, and awardwinning restaurants. Recreational opportunities include sailing in Boston Harbor, ice-skating on Boston Common, and rowing on the Charles River. From our world-class cultural institutions and professional sports teams to the natural beauty of the ocean and the nearby mountains, Boston is a great place to live, study, and work.
The Boston College MBA Program seeks students with outstanding potential for leadership and academic excellence. How to Apply
Executive Fellowship Progr am
Each candidate must complete an application for admission, which includes transcripts of all academic work, two essays, and two letters of recommendation. Prior work experience and evidence of management potential are significant criteria in the admissions process. All applicants are required to take the Graduate Management Admission Test (GMAT) or the Graduate Record Examination (GRE). Dual-degree candidates may be eligible to waive the GMAT. Applicants whose native language is not English must take the Test of English as a Foreign Language (TOEFL), the Pearson Test of English (PTE), or the International English Language Testing System (IELTS). All candidates must be graduates of accredited colleges or universities. For specific information regarding application requirements and deadlines for both the Full-Time and Evening MBA programs, please contact us.
Students admitted to this highly selective program receive merit-based scholarships and are paired with mentors who have achieved significant professional success in the business community. Recipients and their mentors meet at intervals to discuss topics of mutual professional interest as well as the Fellow's career goals. Fellows often receive additional guidance and mentoring through facilitated meetings with other leading executives and decision makers.
Financial Assistance and Merit-Based Awards The Boston College MBA Program provides a wide range of merit-based graduate assistantships and scholarships to both domestic and international Full-Time students. The University also offers loan and work-study programs to help students finance their education. See the University's website for information about these programs as well as a sample MBA student budget, including tuition, expenses, and fees.
Campus Interviews and Visits Evaluative interviews for the Full-Time MBA Program are available by invitation only. Interviews are not used as part of the Evening MBA application process. However, the MBA Admissions Committee welcomes the opportunity to meet with prospective students to discuss their questions and assist them in learning more about the MBA Program. Candidates may arrange for a campus tour or attend classes during their visit. To obtain a schedule of our MBA Information Receptions and Information Panels held in Fulton Hall or at the Boston College Club, located in Boston's financial district, please contact us or visit our website.
The Carroll School of Management of Boston College is accredited by the American Assembly of Collegiate Schools of Business (AACSB). The School is also a member of the Graduate Management Admission Council (GMAC) and the New England Association of Graduate Admission Professionals. The Boston College Carroll School of Management MBA Program publications contain current information regarding the University calendar, admissions, degree requirements, fees, regulations, and course offerings. They are not intended to be and should not be relied upon as a statement of the University's contractual undertakings. Boston College reserves the right in its sole judgment to make changes of any nature in its programs, calendar, or academic schedule, whenever it is deemed necessary or desirable, including changes in the course content, the rescheduling of classes and other academic activities, and requiring or affording alternatives for scheduled classes and other academic activities, in any such cases giving notice thereof as is reasonably practicable under the circumstances.
Nondiscrimination Statement Founded by the Society of Jesus in 1863, Boston College is dedicated to intellectual excellence and to its Jesuit, Catholic heritage. Boston College recognizes the essential contribution a diverse community of students, faculty, and staff makes to the advancement of its goals and ideals in an atmosphere of respect for one another and for the University's mission and heritage. Accordingly, Boston College commits itself to maintaining a welcoming environment for all people and extends its welcome in particular to those who may be vulnerable to discrimination, on the basis of their race, ethnic or national origin, religion, color, age, gender, marital or parental status, veteran status, disabilities, or sexual orientation. Boston College rejects and condemns all forms of harassment, wrongful discrimination, and disrespect. It has developed procedures to respond to incidents of harassment whatever the basis or circumstance. Moreover, it is the policy of Boston College, while reserving its lawful rights where appropriate, to take actions designed to promote the Jesuit, Catholic principles that sustain its mission and heritage, to comply with all state and federal laws prohibiting discrimination in employment and in its educational programs on the basis of a person's race, religion, color, ethnic or national origin, age, sex, marital or parental status, veteran status, or disability, and to comply with state law prohibiting discrimination on the basis of a person's sexual orientation. To this end, Boston College has designated its Executive Director for Institutional Diversity to coordinate its efforts to comply with and carry out its responsibilities to prevent discrimination in accordance with state and federal laws. Any applicant for admission or employment, and all students, faculty members, and employees, are welcome to raise any questions regarding this policy with the Office for Institutional Diversity. In addition, any person who believes that an act of unlawful discrimination has occurred at Boston College may raise this issue with the Assistant Secretary for Civil Rights of the United States Department of Education.
Campus Safety and Security Program/Equity in Athletics In compliance with the Higher Education Amendments of 1998, Boston College publishes and makes available to any prospective student upon request: a copy of Boston College's annual security report, Campus Safety and Security Program. This report contains statistics for the previous three years concerning reported crimes that occurred on campus and on public property immediately adjacent to and accessible from the campus. The report also incorporates institutional policies concerning campus security, including Reporting of Crimes and Other Emergencies, the Safety Notification Procedure, Campus Law Enforcement, and the Campus Sexual Assault Program; information regarding the available educational programs that address campus security procedures and practices, and crime prevention; information regarding drug and alcohol policies, and other matters. A report of athletic program participation rates and financial support data is available. This report details participation rates, financial support, and other information on men's and women's intercollegiate athletic programs. To request a copy of either of the above reports, please call the Office of the Financial Vice President and Treasurer at 617–552–4856, or send your request in writing to: Boston College, Office of the Financial Vice President and Treasurer, More Hall 200, 140 Commonwealth Avenue, Chestnut Hill, MA 02467–3808.
produced by the office of marketing communications 8/13
carroll school of management office of graduate management admissions 140 Commonwealth Avenue Chestnut Hill, MAssachusetts 02467–3808 T: 617–552–3920 | f: 617–552–8078 | e: firstname.lastname@example.com www.bc.edu/carroll
Published on Sep 12, 2013
Published on Sep 12, 2013
The Boston College Carroll School of Management's MBA program is built on a rigorous academic foundation that combines breadth of knowledge...


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Last week's Boardwalk Empire today! Sorry for the delay — I had a house full of hurricane refugees and time was short.
* Nice to know that you can have half a face and no ability to modulate the pitch of your voice and you can still say something like "Jimmy deserved better than this" and make it crystal clear what you really mean.
* Hey, Hymie Weiss is being played by Meadow Soprano's fiancé Finn!
* Poor Van Alden, with that whiskey still pumping away amid his kids. That guy is like this weird swiffer cloth, attracting venality and corruption to him wherever he goes.
* Lotta laugh lines in this one:
Nucky's man Friday: I am so sorry for your loss.
Nucky: Don't be an idiot.
Nucky: That's all you're gonna give me?
Means: Rather more than you came in with.
And of course Esther's line about running naked through the pages of the United States Criminal Code for fun.
* My notes for this ep, which all my notes for this show are starting to resemble, are basically a series of OMGs. "Jeeeeeesus that club Mellon's in." "Sheesh, that low-angle shot of Gillian pouring Nucky a drink." "Gyp and Richard. Hoo boy." "That fucking shot of Chicago." A series of exciting things to see and think about.
* Margaret's DTF.
* Capone puts on his hat realizing he's the boss now, right? He is a weirdly lovable figure on this show.
* No question whatsoever that that asshole at the iron company was getting an iron in the face. You really have to admire how far the show went into the absurd with that whole sequence. They're really making very little effort to either make Van Alden less of a mutant or to tie him into the prevailing tone of the rest of the show.
* The Billie situation was easy enough to see coming, particularly when we start getting her "just a small-town girl, livin' in a lonely world" backstory. Ah well. Goodbye, Nadine Beckenbauer.
Tags: Boardwalk Empire, reviews, TV, TV reviews

subset: commoncrawl


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Carolina Panthers
Travel to see the Carolina Panthers play at Bank of America Stadium with exciting football trips throughout the season! Carolina Panthers ticket and hotel packages include quality accommodations, great seats and the game, and more! Just need Panthers tickets? Sports Traveler has premium game tickets in all the best locations!
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Bank of America Stadium – Charlotte, NC
Carolina Panthers
Established in 1993, the Carolina Panthers have been the NFL's Charlotte, NC based franchise. The team first competed at a professional level at Clemson University while awaiting the completed construction of Bank of America Stadium. Upon the stadium's completion in 1996, Bank of America Stadium has been home to the Caroline Panthers.
Through the franchise's 22 year history featured numerous NFL greats including Julius Peppers, Steve Smith, and Wesley Walls. Currently the team has one former player, Reggie White, and one general manager, Bill Polian, in the NFL Hall of Fame.
The Panthers have only made one Super Bowl appearance which was in 2003. The Panthers lost the game to the New England Patriots, led by quarterback Tom Brady. The 2003 Panthers roster featured notable fan favorites in Jake Delhomme, Julius Peppers, and Jordan Gross.
Bank of America Stadium
First opened on September 14, 1996, Bank of America Stadium became a premiere NFL destination in uptown Charlotte, North Carolina. The stadium cost $248 million to construct and currently seats 75,413 spectators. The stadium is owned solely by the Carolina Panthers, putting them with only a small handful of teams in the league that own the stadium they reside in.
Notable events hosted out of Bank of America Stadium are the Belk Bowl and ACC Championship game. The stadium has also been used for the CONCACAF Gold Cup and a Rolling Stones concert during the Bridges to Babylon Tour. Without a doubt the versatility of the building cannot be understated.
Recent renovations to the stadium have included the installation of new HD video boards and two 360-degree ribbon video boards that run across the interior of the stadium. As recently as 2015, the Panthers have renovated all 158 of its luxury suites, and increased total seating capacity for the stadium.
Downtown Charlotte, NC
The city of Charlotte, North Carolina is steeped in history dating all the way back to the Revolutionary War! A lot has changed in the city since then, but the beauty and culture of this southern metropolis continues to thrive. Famed local institutions include the Levine Center for the Arts, which exhibits notable pieces of post-Civil War history.
Local things to do in the area include shopping at SouthPark Mall which is home to the Charlotte Symphony Orchestra during the Summer months. The mall also boats numerous high end dining and shopping options for local visitors.
The Panthers are not the only professional sports team in the city of Charlotte. Other notable teams in the area include the NBA's Charlotte Hornets and the AHL's Charlotte Checkers. Another famed sports venue in the city is Charlotte Motor Speedway which hosts NASCAR's Bank of America 500, Coca-Cola 600, and All-Star Race. The city is a true high-octane destination for the most avid of sports fans.


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Because we love to be the bearers of good news, we're here to let you know about some upcoming album releases in 2017 that we are very excited about. In the
In Buzz, Concerts, Electronic, Hip Hop, Pop, R&B, RockTags adam lambert, adele, adele new album, adele third album, aimee mann, Alessia Cara, Alt J, arcade fire, Ariana Grande, ariana grande new album, beach house, Beck, beirut, best albums 2015, blur, bob dylan, brad paisley, brand new albums, Budweiser Made In America Festival, Carly Rae Jepson, Chance the Rapper, chris stapleton, Coldplay, Conor Oberst, death cab for cutie, Dirty Projectors, Disclosure, drake, duran duran, Ellie Goulding, featured, Frank Ocean, franz ferdinand, Gorillaz, Grimes, haim, halsey, jim james, john mayer, Justin Bieber, kanye west, kendrick lamar, Lady Gaga, Lana del rey, lorde, Mac Demarco, Made In America Festival, major lazer, marina and the diamonds, mary j blige, Matt & Kim, Matt and Kim, miguel, Mumford & Sons, Mumford and Sons, my morning jacket, nate ruess, new album releases, new albums, Of Monsters and Men, One Direction, one direction hiatus, Passion Pit, Portugal. The Man, Rihanna, rihanna new album, ryan adams, selena gomez, Shlohmo, snoop dogg, Spoon, spoon new album, sufjan stevens, sylvan esso, Tame Impala, the tallest man on earth, the weeknd, the weeknd tour, thundercat, upcoming album releases, upcoming albums, Vince Staples, zac brown bandLeave a comment Julianna Hurtado


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How to Add Rustic, Romantic Charm to Your Home
We moved to our current house almost 4 years ago, but we still have yet to completely furnish and decorate. Having had our twins shortly after moving day, you can imagine that we haven't had too time to really spruce up the place. Slowly, but surely, my husband I have been able to spend more… Read More


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Cigarette And allows you to relax without risk to eHealth(ehealth).
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I'll leave the ethical questions up to others, but...
Who is doing the technical support? If his wife is self-sufficient with a Mac, leave well alone. Politics can kill a relationship.
If she is dependent on her better/lesser half for tech support...
When I have to be the helpdesk, the second line tech support, the system builder and I can't dodge it because of blood ties, I'll try my very best to get them to accept the stuff I can and am willing to support. (Yes, I'm a mini Apple in that respect). They are free to forego my offer, but I'm very clear to them that I'm not the maid they can call in to clean up the mess, when (not if) they screw up.
When it comes to Apple. It's not on my radar as an option. While it may look ideal for a non-tech user to have an overlord deciding what is and isn't good for them, sooner or later they will find themselves on the short end of a decision. That is the price you ultimately have to pay when you opt for a little safety and convenience over freedom.
Seems hypocricital? When I exert such force too? Well, if you opt to stay ignorant of the workings of the devices you use, you will have to outsource your maintenance. One way or another, you'll have to pay the piper. At least with me, if I take on your case, it'll cost you very little. With Apple you'll pay handsomely to be owned.
My wife is very competent, she manages her pc and programs and OS herself. Both on Windows and her Mac.
I (mis)guided her into this Apple-mess, and I will do my best to help her out of this... Before we met she was Windows only and she didn't want Apple. And she found many shortcomings with the MacOS. (They are still there.)
I am the one suffering, paying thousands when she wants the new this and that...
Why did I have two iPhones before I understood how bad it was? you might ask.
Well, actually I hated my first iPhone already after a few months, and wanted an Android then, but I bought my wife's old iPhone so she could buy the new 3GS. So I lived with the "new" iPhone 3G for another year, never doing a single complain, no hints/sour comments or anything.
Of'Course. Why should I let it sour my relationship with her? No way... I didn't do this gladly, but I did i for her with no comments attached. (Apple is just a small crap company... Soon I'm very much over it and will not even think about Apple. Soon I have the HTC Desire! But I will air my frustrations here once and then go on.)
Er det ikke deilig å ha noen å hate? - Doesn't it feel great to have someone to hate?
But this time i ordered Android-phone. And I will leave the muddy Apple-fields for good.
And if someone wonder how I could afford to give away two iPhones? I could afford to throw them, if I was single. I gave the last one away half a year ago and I used a W910i which is a wonderful phone... while saving money to cash for an Android phone. And there were no 1GHz phones available in my country, so I had to wait for it to come to my country... The W910i can multitask between browser, games, other programs at the same time. It has FANTASTIC sync-functionality. It has GPS. It can run Google Maps. It has accelerometer, light sensor so it dims the screen a bit if it is dark in the room, or brighten if it's sunny, etc.
I can connect the W910i to a Win/Lin or even Mac computer, and I can get the phone memory and mediacard up as external harddisks in any of the OS'es. I have full access and full control over everything on my phone. This is the only reason I would have needed to Switch. Sync on iPhone sucks...
And the physical buttons are great when doing games, etc.
The only thing I miss with the W910i is a bigger/different keyboard and that it should play all youtube/crunchyroll videos, support flash, Word-documents, etc.
If you go to www.getjar.com (or m.getjar.com on your phone) and you see how much your small phone can do:
There are over 4000 apps available for the W910i, and for tons of other phones,too.
-OPERA Mini 5 for surfing.
-Google Maps (and MokBee World) for maps/gps.
-Snaptu for Picasa, Flickr, Facebook, YOUTUBE, etc.
-Facebook app.
-Lots of games.
-Libris for reading eBooks (from manybooks.net for example.)
When I saw what the small SE W910i could do, iPhone's "bright glory" faded to a dim mist of stealing...
Then I really saw that the iPhone was built on others work, and was made by buying up other companies to get in touch, or should I say "in multitouch", with evolution. (And not revolution, as many people think.)
Yes I have mentioned it to my wife, if maybe I should buy a Windows laptop for her next time? She said, noooo... But after a second she smiled and said just like Teodor (a Norwegian kind of Winnie the Pooh,): Ja, takk. Begge deler! - Yes, thanks, Both!
Edit: removed ) at end.
Edited 2010-03-15 13:04 UTC
Well, I've been a Linux enthusiast since around 2000 (bear with me - there's a point, and I'm getting back to iPhone and Android in a sec, I promise!). My wife switched to Linux in 2007.
I didn't push hard for her to switch from Windows XP. Rather, each time I provided "technical support", I just casually mentioned why I never had that problem. "Another crash lost your data? I'm sorry. No, my computer hasn't crashed yet this month - it's Linux." "You *might* have a virus, let's scan and see. No, I don't need to scan my computer, too - it's Linux."
She's been very happy with her Ubuntu laptop, especially not having to worry about accidentally opening a virus-laden email.
She's getting deeply into digital photography now, and beginning to cast longing eyes toward Adobe software not supported on Linux. We may need to reload her WinXP into a VirtualBox session for just that.
But that's fine. I'm tech support, not management. :-D
So. If you decide to encourage your loved ones to move from iPhone to a more open mobile device, I recommend the carrot rather than the stick. If it really *is* best for them, helping them make the right decision is far more valuable in so many ways than making the right decision *for* them.
The latter is Apple's philosophy. Kapish?
//"Another crash lost your data? I'm sorry. No, my computer hasn't crashed yet this month - it's Linux." "You *might* have a virus, let's scan and see. No, I don't need to scan my computer, too - it's Linux.//
Funny ... my wife uses XP, and since I set it up properly for her, and gave her maybe three basic tips on using it ... she's never had a crash, nor a virus.
PEBKAC, I'd say, in your case.
Is this just your shortened re-telling? I think you did that in a much nicer way in real life.
Because, if you really had done it exactly the way you described, you would've come across as annoying. Perhaps even smug/trollish, you know what I mean. At least that's my experience with the people who thought they needed to "show me the carrot".
Anyway. What I want to add is, if you want to promote alternatives, don't overdo it.


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Described as "an innovative and prolific scholar" by Foreign Policy and named one of the magazine's Top 100 Global Thinkers four years in a row, Anne-Marie Slaughter turns big ideas and deep analysis into realistic strategies for a networked world. A Princeton University foreign policy expert, a former top official at the U.S. State Department, and a Work-Life leader, Dr. Slaughter confronts a range of topics — from geopolitics and global challenges to gender equality and leadership — with a unique and powerful voice. She writes a monthly column for The Financial Times.
As President and CEO of New America, a public policy institute and idea incubator, Slaughter leads a team of scientists, technologists, and political and economic thinkers in Washington, DC and New York City. Winner of the 2015 and 2017 "Best U.S. Social Policy Think Tank" Award for Prospect Magazine, New America's cutting-edge solutions address public problems in such areas as national security, healthcare, technology policy, and education. Slaughter is co-chair of Shift: The Commission on Work, Workers and Technology, formed by New America and Bloomberg to study the future of work in America.
Slaughter headed the U.S. State Department's internal think tank and advised Secretary of State Hillary Clinton. As the first female Director of Policy Planning, she oversaw a major review of America's diplomatic and development priorities.
In her latest book, The Chessboard & the Web: Strategies of Connection in a Networked World, Slaughter uses network science to develop a new way of thinking about strategy in business and politics at a time of accelerated change and disruption. Publishers Weekly called it a "paradigm-changing book."
Her 2012 article, "Why Women Still Can't Have It All," an in-depth and controversial look into the extreme work-life balance of today's professional women, quickly became one of the most-read articles in The Atlantic's 100-year history. Named one of the best books of 2015 by NPR and The Economist, Slaughter's latest, Unfinished Business: Women Men Work Family, focuses on the future of the workplace. The Financial Times featured her in its special issue, "Women of 2015."
She is the Bert G. Kerstetter University Professor Emerita of Politics and International Affairs at Princeton. The first female Dean of Princeton's Woodrow Wilson School, Slaughter rebuilt the school's international relations faculty and programs. A contributing editor to the Financial Times, Slaughter also writes a column for Project Syndicate. She is the author and editor of seven books, including A New World Order.
Slaughter received her doctorate in International Relations from Oxford and her law degree from Harvard before teaching at University of Chicago and Harvard Law Schools. She is a member of the Aspen Strategy Group, on the board of Abt Associates, and, along with Ben Bernanke and Gordon Brown, is one of the five members of the PIMCO International Advisory Board.
- Grand Strategy for the Digital Age (2017
- Hot Spots and Blind Spots
- TEDGlobal: Can we have it all (2013)
- Yale U. Interview: "The Chessboard and the Web" (2015)
- Fortune's Most Powerful Women Summit (2015)
- Anne-Marie Slaughter on the world rebalancing (2012)
- Slaughter debates intervention in Syria on Fareed Zakaria GPS (2013)
- Slaughter Womenetics Keynote: Why Women Can't Have It All (2013)
North Korea, Syria, Ukraine, the East and South China Seas, Iran. What's happening in the world's hot spots and where are things headed? What are people missing?
Dr. Slaughter begins with a conventional geopolitical analysis of what's at stake. She then explains what we are not seeing — the many factors and trends, which are critical in causing or resolving the crises, that are being ignored or distorted.
Providing an overarching framework — the chessboard and the web — Dr. Slaughter describes the elements of a geopolitical analysis and the elements of a networks and flows analysis focusing on people, trade, energy, climate, and information technology. Political analysts tend to operate entirely on the chessboard while economic analysts tend toward the web. Both frameworks are necessary, she argues, when assessing global risks.
Who is connected, how they are connected, and whether those connections are properly cultivated and managed are vital to success in business and politics.
In this speech, Slaughter presents a new way of thinking about strategy at a time of accelerated change and disruption. She distills a broad range of network theory from multiple disciplines into 10 basic principles to create networks designed for resilience, replication, innovation, and collaboration – with examples drawn from foreign policy, business, civic activism, and education. She also lays out the nature of power in networks – from power over to power with – and discusses the 5 components of network leadership.Read More >
Americans want each generation to live better than the last. To do that, we need to invest in the future.
Since 1999, New America Foundation has taken a venture capital approach to finding the best solutions for public problems. They provide cutting-edge thinking and doing in education, economic policy, counter terrorism, and technology policy. Their team of technologists, scientists, and political and economic thinkers incubate ideas, scout talent, develop new technology, and actively solve problems.
New America Foundation President and CEO Dr. Anne-Marie Slaughter takes you through several groundbreaking ideas and policies. The speech can be customized, allowing the sponsor to select three, five, or seven ideas or areas of policy that are of the most interest. They include: big ideas on the future of education, healthcare, civic enterprise, manufacturing, media, the Americas, leisure and productivity, the Internet of Things, big data, the future of warfare, and political reform. In this talk, Dr. Slaughter brings audiences up to speed and gives them a look at what's ahead.
While it's still early in the digital revolution, we are already living at a time of extraordinary change. Just as the industrial revolution moved workers from farms and cottages to offices and factories, the digital revolution is increasingly making work – manufacturing as well as services — possible wherever we are. But as we become a genuinely digital economy, we must break out of the mold of the industrial workplace. That will require much more than simply learning to work on line.. We must transform gender roles for men and women and build a national infrastructure of care to support the on-demand economy. We must reinvent the workplace. In this talk, Anne-Marie Slaughter shows what real innovation looks like, not for women, but for all employees. She identifies a set of specific policies that improve not only the quality of life for employees, but also company performance and productivity.Read More >
There are two predominant leadership styles vying for power in the world today. Hierarchical organizations, like the US military, use an authoritative style, relying on command and control, agenda-setting, and preference-shaping to structure their members. Other organizations, such as Wikipedia, network members, promoting their most effective tool, collaboration, to create an empowering work environment. While these two models seem inherently different, most organizations are usually compounds of the two.
What is the best way to lead? It's a difficult question to answer. Throughout her career, Anne-Marie Slaughter has worked for organizations that have a variety of structures in place. At the US State Department, she observed bureaucrats spending a great deal of time keeping things in order — a hierarchy that required all of its components to run effectively. But as Dean of Princeton's Woodrow Wilson school, she encountered a horizontal system where tenured professors would not take orders. Now, as the President of the New America Foundation, a decentralized think tank and solutions platform, she mixes these tools and styles to develop a new type of organization.
Discover what leadership style works best and when and how to effectively lead from the center.
In the north, political, demographic, and economic forces are driving us back to the geopolitical landscape of the 1950s. China is turning inward. The United States will once again become a central manufacturing platform for exports to both Europe and Asia. Russia will be the U.S. and Europe's principal adversary on global issues. Iran and Saudi Arabia will be the twin pillars of U.S. Middle East policy. The growth and excitement will be more in the southern hemisphere: South America, Africa, India, and the ASEAN countries. North-south economic and human flows will be much stronger than in the 20th century, tying the Americas, the Mediterranean community, and North and South Asia much closer together. But south-south economic ties and political groupings, designed explicitly to challenge traditional Western clubs, will start to re-write the rules of the international game.Read More >
Anne-Marie Slaughter argues that as long as work and family are considered women's issues, women and men will never be equal and employers will continue to hemorrhage great female talent. The job of caregiver for children, families, and the elderly can no longer fall on women any more than the job of breadwinner can fall only on men. Understanding and implementing this larger cultural shift is the key to hiring and retaining the best millennial talent and to increasing productivity both at home and in the office. Companies should be making extended coverage plans for all workers just as they make succession plans, anticipating that all employees – parents, children, spouses, siblings – will need to make room for care.
In "Unfinished Business," Anne-Marie Slaughter takes audiences through the future of work and family. By making room for self-care, care for loved ones, and investing in communities, society can reinvent the workplace to focus on results, customized careers, and on-demand provisions of everything. "Unfinished Business" answers why businesses and families alike must recognize "care" as an integral part of life. With practical individual solutions and a broad outline for change, Anne-Marie Slaughter presents a future in which all of us, men and women alike, can finally have fulfilling careers along with the rewards of family life.Read More >
For all the emphasis on the rise of Asia and the potential of both trans-Pacific and trans-Atlantic trade agreements, an enormous amount of growth, development, and economic integration will be taking place in vertical slices around the world: Northeast and Southeast Asia; North America, Central America, and South America; and Europe, the Mediterranean, and Africa. Flows of money, goods, people, energy, and culture are increasingly vertical in direction, reflecting above all the direction of migration and resulting demographic change. To take just one example, the U.S. exports 45% of its goods to Canada (19%), Mexico (14%), and Central/South America (12%). As people knit continents together, economic activity follows: remittances first, but then trade and growing investment. Equally important, North and South Asia, Euro-Africa, and the Americas all combine the following: growing demand from developing countries with mature consumer goods export economies and natural resource exporters; deepening regional savings pools to finance bond and equity markets; and a mix of aging societies with pools of much younger and increasingly skilled labor.Read More >
The Chessboard & the Web: Strategies of Connection in a Networked World
Unfinished Business: Women Men Work Family
The Atlantic Cover Story: Why Women Still Can't Have It All
The Idea That Is America: Keeping Faith with Our Values in a Dangerous World
A New World Order
Her talk was accessible and interesting to all-from policy buffs to science majors. We left with a nuanced framework for understanding how to think and talk about global hot spots and foreign policy.""
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tempo (midi clock) sync issues with mpk25
Discuss MIDI Controller support/issues here.
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tempo (midi clock) sync issues with mpk25
im having a problem syncing the tempo (midi clock) from fl studio to the mpk25. I have done all the required stuff such as send master sync, put mpk tempo on external. I still have no success. Is the tempo for the mpk on a port number that i need to set on the midi settings in fl studio? need help!
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This Wiki Article discusses various hoops and molds used in cheese making. Hoops and molds have several uses in cheese making, depending on cheese type. They can be used to drain whey in, either by gravity or by additionally applying weight, to form the cheese's initial shape, to hold the curds while knitting in pressed cheeses, and to hold a cheese's shape during aging also called ripening. This article is divided into the following sections:
Generally hoops have open tops and bottoms and molds are basket shaped. Hoops are often cyclindrical shaped but can be square or rectangular, they often have followers, (circles, squares, or rectangles) placed on top of the curds upon which weight can be applied to lightly or heavily press the curds into their preferred shape. Normally hoops are placed on some sort of drainage material through which the whey can drain from the bottom of the cheese. Molds are similar to hoops except they have bottoms. Molds are historically used for gravity draining whey from cheese but with the advent of strong modern food grade materials they are now also often commonly used for pressing cheeses in. Because of modern materials, hoops are generally less popular as strong baskets can now be made with bottoms that will not shear out when being used for pressed cheeses. However hoops are still used for cheeses that are turned during gravity whey drainage such as Brie & Camembert.
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Whey Drainage
The primary use of hoops and molds is to drain whey from the curds. To do this they need the correct shape and number of round holes or slots to drain the right amount of whey in the right amount of time for the type of cheese being made. Additionally, hoops and molds for pressed cheeses are often lined with a light thin cheesecloth or mesh material to aid whey drainage from the top and sides of the cheese to the whey escape routes normally out the bottom of the hoop or mold.
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The material used to make hoops and baskets used in cheese making needs to be food hygenic and if reused, easily cleanable. Historically materials used were woven straw, dried reeds, or woven wood for baskets and strips of wood for hoops. While these materials are still used. most modern manufactured hoops and baskets are made from food grade polypropylene or stainless steel.
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The strength of hoops and baskets used in cheese making is dependant on the forces the curds or cheese will be under while in the hoop or basket. These can range from minimal for very small gravity drained cheeses to low for large gravity drained cheese or lightly pressed cheeses to medium for large wheels with medium pressing weights to high for highly pressed cheeses such as cheddars.
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Examples of hoops:
- Light weight thus poor strength with medium density of commonly round whey drainage holes. These are commonly plastic and used for unpressed or very lightly pressed cheeses while forming their shape such as Bries and Camemberts.
- Medium strength with low density holes. These are commonly plastic and used for medium pressed cheeses while forming their shape such as rennet coagulated washed curd type cheeses Edam and Gouda.
- Strong strength with low density or no holes. These are commonly stainless steel and used for very highly pressed cheeses such as cheddars.
Examples of baskets:
- Very light strength with multiple holes or slots. These are commonly plastic with poor strength for pressing and are commonly used for gravity draining whey from curds when making soft cheeses. Some examples are lactic acid coagulated type cheeses such as Cream Cheese, Chevre, or lactic acid surface white mold ripened type cheeses such as Chaource & Saint-Marcellin, or secondary coagulated (usually recooked) type cheeses such as Ricotta.
- Medium strength with medium number of holes or slots. These are commonly thicker plastic with medium strength for medium pressing. They are commonly used for medium pressed rennet coagulated cheeses. Some examples are rennet coagulated type cheeses Caprino & Manchego, and rennet coagulated washed curd type cheeses such as Edam, Gouda, and Colby.
- High strength with medium number of holes or slots. These are commonly stainless steel with high strength for high pressing. They are commonly used for high pressed rennet coagulated cheddared (normally stacked and milled curds) type cheeses such as Cheddar, Derby, Red Leicester, Wensleydale, Cantal, and Monterey Jack.
Many novice cheese makers start by improvising for their hoops and baskets, some examples are:
- Small fruit baskets from grocery stores such as blueberry or strawberry baskets or small food grade plastic containers such as yogurt containers with holes drilled in.
- Food grade normally white coloured PVC 4″ or 6″ diameter pipe from large hardware store with or without holes drilled in and round follower cut from polyethelene cutting board for pressing cheeses in. While this material is frequently used in house construction for cold and hot water supply, it is not recommended for use in cheese making due to the effects of low pH/highly acid cheese.
- Given the non-ideal examples above, many hobby cheese makers upgrade to purpose built manufactured hoops and molds. These are generally purchased from Cheese Making stores. Our international listing of supply stores is here.


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Tripp Hudgins and David Hansen argued about boredom and worship on Twitter and in dueling blog posts. David says boring proclamation is a sin. Tripp sings the praises of boredom. The dispute started with a Tweet out of UNCO 2016 that wondered why people are more excited about Star Wars than worship. David says the story of the Gospel and our proclamation of it (David is a Lutheran) should be exciting. Those who proclaim the story of the Gospel shouldn't bore us and put us to sleep. Tripp says we should not try to compete with entertainment for profit that seeks only to capture our attention for a moment. The Church, Gospel, and the liturgy have something "longer" in view – eternity. This exchange begs the question what is "boredom", what is "excitement" and what is the interplay of the two in our worship?
The above exchange brought up a contradiction I've experienced in myself around the Easter Vigil and the memory of my first Easter Vigil, at St. Peter's Episcopal church in Sand Pedro, California. I was a sophomore or Junior in college and I had decided to spend the time between Christmas and Pentecost among Episcopalians. My college age Lutheran Pietist self had no means to anticipate what I found in the Vigil, (Who lights a bonfire in the middle of a church to start off a worship service?!). It all captivated me, the bonfire, the lighting of the paschal candle, the siting in the dark listening to the stories of salvation, the loud acclamation of "Alleluia, Christ is Risen" with all the lights going up. Nothing in my twenty years of worship had prepared me for the Easter Vigil. I was blown away. Since that moment I've loved the Easter Vigil. However, recently, the Easter Vigil has felt a little humdrum.
Over the years I've participated in various attempts to spice up the Vigil and I've enjoyed those creative takes on this liturgy. However, as I've recently come to find the Vigil just a little boring, I've wondered if the main motivation behind wanting to spice up the Vigil was the leaders own fear of their own boredom. While, currently I'm bored with the Easter Vigil, I still love it and its various elements. Though, I'm bored with it, it is still truly meaningful. I'm puzzled about why I no longer experience the same excitement and amazement of that first Easter Vigil and which I have often experienced in subsequent Vigil's. I wonder what did St. Peter's do "right" to make their Easter Vigil so exciting to my college age self?
As I've reflected on this and sought to recollect what we did in the Easter Vigil and not just my experience of it, I've concluded St. Peter's did nothing to make their Easter Vigil exciting for my college age self. When, I force myself to recall, not my astonishment at the unfamiliarity of the service and its dramatic elements but what actually took place in the liturgy, I notice that the service itself was quite boring and unremarkable. Once you got beyond the dramatic opening of a bonfire lit in doors, it was just a very long service. The Exsultet was not superbly sung (I have no recollection of it from the service, so I surmise it wasn't memorable), then we sat in the dark listening to average readers read the requisite stories of salvation. Nothing special was done, no reading choruses, no dramatic readings or performances, no dances; just the reading of one scripture after the other from the same lectern used each Sunday for the same purpose. But I ate up, this fairly boring and unremarkable Easter Vigil.
Why did I find this first Easter Vigil so compelling and exciting, and why do I now find participation in the Easter Vigil boring? The reasons are layered. Most obviously, that first Easter Vigil was my first. The liturgy was completely and entirely new for me, nothing in my worship experience before then prepared me for what I found in that liturgy. No one in the parish thought to give the young Lutheran Pietist a heads up on what was going to happen in the liturgy. They just said we do this thing on Holy Saturday, if you are part of the parish this is part of our celebration of Holy Week and Easter. Also, my boredom is explicable: I've now been to 25 vigils in a row. Since that first one I've planned and lead a number of them. I know the Easter Vigil inside and out. Then Easter Vigil was new and unfamiliar, now the Easter Vigil is, for my middle aged self, old hat.
Even so, I do think that St. Peter's helped contribute to my astonishment and excitement for the Easter Vigil. Unlike most parishes and congregations (in my experience) that have an Easter Vigil, St Peters had a high ratio of involvement in the liturgical life of the church outside the Sunday worship. The church was packed for the Easter Vigil. Special liturgies of Lent and Holy Week weren't for St Peter's just something for the spiritually fastidious or dramatic few, but were truly liturgies of the whole parish. My first Easter Vigil was compelling and exciting not only because it was new to me but also because the whole gathered local body of St Peter's parish understood what it was doing and saw it as a key component of the Christian life. They may not have added any bells and whistles to their liturgical performance but their hearts and minds were attentive to its meaning and importance. It was truly an act of devotion and worship for the entire parish.
Looking back on that time of sojourn with the parish of St. Peters, they attended to the various liturgical patterns more or less equally. No one service or liturgy was given precedence, rather it all was part of who they were as the body of Christ, no liturgy was just for those certain type of people in the parish. When I recollect, I see there was nothing remarkable nor did they do anything that would stand out to a liturgist or expert on worship. St Peter's did nothing to call attention to their faithful participation in the liturgy and festal cycle of the Church year. No one could write a book on how to do liturgy like they did at St Peters of San Pedro, California. As I think back it was all basic boring stuff, it was traditional and unremarkable. Yet it was their faithfulness, and their understanding of the liturgy as central to the spiritual life of the Church that made that Lent and Easter one of the more memorable and exciting seasons of my life in the Church.


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31 Oct Lite Lite
Posted at 11:20h in What's New 0 Comments
Lite Lite by Japan-based design duo mi-ri meter is a folding flashlight inspired by the Japanese art of origami. Assembled from a single piece of paper, the Lite Lite is folded into a square shaped flashlight where an LED bulb powered by a built-in single cell battery is placed at one end. The light turns on by simply grasping the flashlight body. Available for purchase through Rakuten online retailer for 1,000 Yen ($13 USD). Link


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Revenue officers search home of Michael Lowry
Team spents several hours searching through documentation and files
Michael Lowry ordered two reporters off his property yesterday.
A team of officers from the Revenue Commissioners have searched the Co Tipperary home of Independent Tipperary North TD Michael Lowry as part of an ongoing investigation into tax matters.
The search was carried out by a team from the Revenue Commissioners' HQ in Dublin on Tuesday, when it is understood they spent several hours searching through documentation and files at Mr Lowry's home near Holycross in north Tipperary.
A Revenue Commissioners spokeswoman said they were prohibited under section 851 A of the Taxes Consolidation Act from commenting on individual cases.
It is understood the team had difficulty accessing Mr Lowry's gated property at Gleanree about 1km from Holycross but they gained entry when a housekeeper opened the gates to allow another staff member on to the property.
The team was accompanied by a member of An Garda Síochána to ensure there were no difficulties in executing the warrant, but gardaí have no involvement in the investigation, The Irish Times understands.
It is understood that officials from the Revenue also carried out a search of business premises in Dublin again under warrant on Tuesday as part of the same investigation.
Mr Lowry could not be contacted for comment yesterday on the search.
At about lunch hour, however, Mr Lowry ordered two reporters off his property and refused to talk to them after they ventured on to the holding when the high-security gates opened.
There was little sign of activity yesterday at the substantial property, where a line of leafy beech and sycamore trees shield the house from the roadside.
The electronic gates, set into two limestone pillars, remained shut.
A former Fine Gael minister who resigned from cabinet in 1996 following revelations about his business affairs, Mr Lowry later quit the parliamentary party in 1997 to become an Independent.
He has been re-elected as an Independent at subsequent elections.


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Here are a few pregame notes before the Texas Rangers take on the St. Louis Cardinals in a winner-take-all Game 7 of the World Series. First pitch is scheduled for 7:05 p.m. CT at Busch Stadium in St. Louis.
* Nelson Cruz is penciled in the Game 7 lineup even with a strained right groin. The Rangers will see how he gets through batting practice before making a decision whether to keep him in the lineup. If Cruz can't go, Craig Gentry would start in his place. Manager Ron Washington would go with Gentry over Endy Chavez because of his defense.
* Washington said Cruz simply had a "bad read" on the David Freese two-run triple in the ninth inning. His groin wasn't an issue on that play.
* Mike Napoli, who rolled his ankle off the second-base bag in the fourth inning of Game 6, is also in the lineup. "He's a gamer," Washington said.
* C.J. Wilson will likely be the first reliever used in Game 7. Derek Holland is available, but he threw two innings (and 23 pitches) in Game 6.
* Washington said closer Neftali Feliz remains his guy to close out a game. Washington wasn't going to send Feliz back out for the 10th inning of Game 6, though, saying: "Just his body language and everything didn't' look good after that [ninth] inning was over."
* Washington said he slept well on Thursday night despite his team being a strike away from a world championship twice, and blowing each opportunity. Washington said he slept in until 10:30 a.m. and felt ready to go.
* Before the game, Washington will talk to his team, although it won't be a rah-rah speech. Asked what he'd say, Washington said: "I'll meet with them for about five minutes, but it's not rah-rah, just matter-of-fact. This is what we played for all year. The prize is still within reach. We bounced back from tough defeats before, and last night was a tough one. And I expect us to bounce back. Still have fun, still play our game, still do what we do, don't change a thing. That's it."
* Despite the gut-wrenching Game 6 loss, Washington can appreciate how great a game it was. Of course the Rangers would have liked to be on the other side, but that didn't take away from the drama. "It was very exciting game, a lot of highs and lows," Washington said. "What people got to see was two championship teams going after it. They don't quit, we don't quit. They got the final blow, they were fighting for their lives, they survived. But it's a seven-game series, now we play the seventh game."
-- Drew Davison