Viewpoints, Fall 2014 - Sauder School of Business

THE CREATIVITY ISSUE

FALL/WINTER FALL 2014 • VOLUME 2014 • 34 VOLUME • NO 2 34 • NO 2

A MAGAZINE FOR ALUMNI AND FRIENDS OF THE SAUDER SCHOOL OF BUSINESS AT UBC

Creating value

SAUDER SCHOOL OF BUSINESS

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ALUMNI STORIES

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Cole Nakatani, BCom 2011.

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In memoriam: Peter Lusztig, BCom 1954, Dean Emeritus.

IN EVERY ISSUE

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Viewpoints from the Dean

3

Sauder Index

4

Newsworthy

6

Insider Information

8

Actuals

33

Earning Interest

38

Class Notes

46

Reunions

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Points of View

“Curiosity about life in all of its aspects, I think, is still the secret of great creative people.” – LEO BURNETT, PROMINENT 20TH C. AD MAN

The creativity issue Does the study of creativity belong at a business school? For some readers, the idea may be a stretch; for others, an obvious evolution. In this issue, we take a look at creativity and curiosity, as the springboards to all that comes next in business.

12 Cover photo by Mark Mushet. Photographed on location at the Vancouver Art Gallery.

Back cover, left to right: Liz Starbuck Greer, Angèle Beausoleil, Pete Mitchell, Liz Newton, Paul Cubbon. Front cover: Jenny Duffy, Jordan Cash, Moura Quayle, Darren Dahl, Jim Southcott.

COVER STORY

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Six ways creativity is changing business

The democratization of creativity More and more companies are turning to crowdsourcing to solve problems and develop products. Is business as simple as asking people what they think?

Correction Incorrect information appeared on page 35 of the Spring/Summer 2014 issue of Viewpoints.

The last three characters of the main headline (meaning “and”) should have been removed, and the translation should have read: “A sentence meaning ‘It comes from the Ancestors’ in the Musqueam dialect.” The Viewpoints team deeply apologizes for this error, and any concern it may have caused. The page has been corrected in the online version of the magazine.

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alumni@sauder.ubc.ca

The playdough resumé Creativity: CEOs demand it, but are businesses geared to help employees develop creativity as a workplace skill?

Mad wo/men Three Sauder alumni working in the “Mad Men” world of advertising share their insight into the creative process behind many big brand campaigns.

facebook.com/SauderAlumni Twitter.com/ViewpointsMag twitter.com/ubcsauderschool linkedin.com/company/sauderschool-of-business-at-ubc

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Alumni Centre to be named for Robert H. Lee The $18.5 million facility will open in spring 2015 and will be a resource and meeting place for UBC’s 300,000 alumni.

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VIEWPOINTS FROM THE DEAN

Jazzed about creativity This issue of Viewpoints focuses on creativity and its role in business and business education. The creation of value is, of course, at the core of business. However, emphasis on imagination and originality as important elements of the process of value creation is relatively new. It is only recently, for example, that we have begun to refer to advertising, architecture, fashion, video game design and the performing arts as “creative industries.” This is almost certainly a misnomer, since all successful organizations are creative in some sense, but it does illustrate that creativity seems to play a larger role in today’s knowledge economy than it might have played in the past. Perhaps advances in information technology, and the resulting ease of knowledge sharing, foster imagination, originality and the creative process.

UNIVERSITIES IN GENERAL, AND THE Sauder School in particular, have been involved in the creative process for many years. After all, original research is a deeply creative enterprise, since successful researchers, faculty and students are expected to contribute something new to the body of human knowledge.

Contributions that are original or even unexpected are generally considered to be the most significant. Originality is one of the hallmarks of truly impactful scholarship; impactful scholarship is fundamentally creative.

Although creativity has long been part of the research fabric of the school, its explicit incorporation into the curriculum is quite new. In the undergraduate program, the MBA, the Masters of Management, and even executive education, students are now examining the role of creativity in value creation, and exploring and developing their own creative abilities. In the pages that follow, you will hear stories of how creativity has been incorporated in the classroom, and stories of the impact that this has had on students. You will also learn about how classrooms in the school are changing to support creative approaches to problem solving.

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Several articles in this issue touch on the connection between creativity and leadership. How can organizations encourage creativity among their employees? Part of the answer has to be creating an environment that is open to experimentation.

My favourite example of the relationship between creativity and leadership actually comes from a very different domain, namely music, and specifically jazz.

The great jazz pianist and composer Herbie Hancock recalled in a recent interview (The Wall Street Journal, February 5, 2014) how Miles Davis fostered creativity among the musicians in his 1967 quintet.

“This night was magical… we were communicating almost telepathically, playing ‘So What’…. Miles was playing and building and building, and then I played the wrong chord. It was so, so wrong. In an instant, time stood still and I felt totally shattered. Miles took a breath. And then he played this phrase that made my chord right. It didn’t seem possible. I still don’t know how he did it. But Miles hadn’t heard it as a wrong chord—he took it as an unexpected chord. He didn’t judge what I played.”

I like this story for a number of reasons.

It illustrates the genius and integrity of two remarkable musicians. It also reminds us that even the most accomplished professionals will occasionally make “mistakes.” Finally, it highlights one of the salient challenges of leadership—learning to listen to others and working to create an environment that gives them the freedom to bring their unique talents and ideas to the common goals of the enterprise, whether that is creating music or creating value.

I hope you enjoy this edition of Viewpoints. Please stay in touch. ■

Sincerely,

Robert Helsley, Dean GROSVENOR PROFESSOR OF CITIES, BUSINESS ECONOMICS AND PUBLIC POLICY

robert.helsley@sauder.ubc.ca

OUR MISSION FOR VIEWPOINTS

Viewpoints Magazine is designed to nurture dialogue and relationships with our alumni and friends by ensuring that you continue to enjoy the practical benefits of the school’s leading-edge business thinking. Viewpoints presents news, research and commentary that demonstrate the ability of our faculty and our graduates to define the future of business and to open doors for those who are connected to the Sauder School of Business. Your thoughts about this mission are always welcome.

EDITORIAL Dale Griffin EXECUTIVE EDITOR Erica Smishek EDITOR-IN-CHIEF Jennifer Wah MANAGING EDITOR

DESIGN Brandon Brind ART DIRECTOR | CREATIVE DIRECTOR Deana De Ciccio ASSOCIATE ART DIRECTOR Karen Cowl GRAPHIC DESIGNER Leanne Romak GRAPHIC DESIGNER | ILLUSTRATOR

PRODUCTION Spencer MacGillivray PRODUCTION MANAGER

Viewpoints Magazine is produced by Forwords Communication Inc. and published by the Sauder School of Business, University of British Columbia 2053 Main Mall, Vancouver, BC V6T 1Z2 Tel: 604-822-8555, Fax: 604-822-0592.

Viewpoints is published regularly for alumni and friends of the Sauder School of Business.

We welcome the submission of ideas and articles for possible publication in Viewpoints Magazine.

Email: viewpoints@sauder.ubc.ca For an online version of Viewpoints, visit www.sauder.ubc.ca.

CHANGE OF ADDRESS Send change of address to Alumni Relations Office, fax: 604-822-0592 or email to alumni@sauder.ubc.ca ©Copyright 2014, Sauder School of Business.

Editorial material contained in Viewpoints Magazine may be freely reproduced provided credit is given.

ISSN 089-2388. Canada Post. Printed in Canada.

EDITORIAL BOARD Dale Griffin (Chair), with Katie Armitage, Sheila Biggers, Andrew Riley, Erica Smishek, Jennifer Wah and Bruce Wiesner CONTRIBUTORS Brenda Bouw, Sue Bugos, Allan Jenkins, Chris Lane, Spencer MacGillivray, Andrew Riley, Thiago Silva, Erica Smishek, Jennifer Wah, Bethan Williams PUBLICATIONS MAIL AGREEMENT NO. 40063721 RETURN UNDELIVERABLE CANADIAN ADDRESSES TO ALUMNI RELATIONS, SAUDER SCHOOL OF BUSINESS, UNIVERSITY OF BRITISH COLUMBIA, 800 ROBSON STREET, VANCOUVER, BC V6Z 3B7

The Sauder Index BY

JENNIFER WAH

Most played instruments, worldwide, by lessons: Piano, guitar, drums Countries with the highest musical instrument sales: US, Japan Percentage of children under 17 worldwide who report never having played an instrument: 15 Highest price paid for an original painting (Paul Cézanne’s The Card Players): $273 million Buyer: State of Qatar Most-admired living artist, according to a Vanity Fair poll of 100 art-world luminaries: German painter Gerhard Richter Bestselling musical artists of all time: The Beatles, Elvis Presley, Michael Jackson Percentage of work time Google employees are required to devote to exploring their own ideas: 20 Notable developments as a result of Google’s approach: Gmail, Google Reader Year the term “hackathon” was first used, in reference to programmers dedicating time to play and explore coding: 1999 Top prize offered at salesforce.com’s innovation hackathon at the “world’s largest software event ever” in October, 2014: $1 million Area of the brain previously believed to be solely responsible for creative thinking: Right Number of areas now shown to be involved in creative thinking, according to new research from Dartmouth College: 11 Ideal temperature and light factors to inspire creativity: 25° in natural light (vs. artificial light) Value of richest literary prize in the world, the Nobel Prize for Literature: Currently about $1.25 million Value of top CanLit prize, the Scotiabank Giller prize: $100,000 Percentage increase in Google searches about “knitting for beginners” in 2013: 30 Percentage of US adults who feel “creating online” is a part of our culture: 72 Sources: cio-today.com, wired.com, psychologytoday.com, bufferapp.com, wikipedia.org, vanityfair.com, bbc.com, indigoboom.com, hbr.org

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NEWSWORTHY SAUDER IN THE NEWS

Research on foreign firms and corporate communications generates headlines The farther companies are from the United States, the harder they work to communicate corporate performance, according to a study co-authored by Professor Russell Lundholm and Assistant Professors Rafael Rogo and Jenny Li Zhang, which was featured in top publications such as Forbes, Harvard Business Review, Bloomberg Businessweek, and The Times of India.

The study, published in The Accounting Review, finds that distance from the US predicts how clear a foreign firm’s annual report and earnings press releases will be.

“Our results suggest that foreign firms are responding to a perceived reluctance on the part of US investors to own them. They are using simple language that is easy to understand, and they are also offering more quantified facts about their performance,” says Lundholm. ■

Left to right: Russell Lundholm, Rafael Rogo, and Jenny Li Zhang.

Being early beats being better The Harvard Business Review’s “Defend Your Research” column has Associate Professor Marc-David Seidel and his co-author answering questions about their new study on firstmover advantage.

The Strategic Management Journal study shows leaders tend to pursue innovations, even as complex as airplanes, based on early adoption by competitors instead of close scrutiny of the technical merits—sometimes with deadly consequences.

“Business leaders tend to panic when new innovations are about to hit the market. They scramble to buy an apparent early leader,” says Seidel. “Sometimes this results in inferior products, but as we show in our study, in the airline industry there was loss of life.” ■

Sauder prof. weighs in on pipeline politics Leading news outlets from across Canada sought comment from Associate Professor Werner Antweiler about the federal government's decision to approve the Northern Gateway pipeline in mid-June.

“There are going to very substantial delays on actually moving on this project,” Antweiler told The Canadian Press. He was quoted in the Financial Post, The Globe and Mail and The Vancouver Sun. ■

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FALL 2014 VIEWPOINTS

Research finding ostracism to be worse than harassment makes international news Ostracism can be more damaging than bullying in the workplace, according to a study by Professors Sandra Robinson and Jennifer Berdahl that was profiled in Fast Company, New York Magazine, the Daily Mail, The Times of India, Women’s Health and The Globe and Mail.

While most people consider ostracism less harmful than bullying, feeling excluded is significantly more likely to lead to job dissatisfaction, health problems and quitting, according to the Organization Science study.

“We’ve been taught that ignoring someone is socially preferable—if you don’t have something nice to say, don’t say anything at all,” says Robinson. “But ostracism actually leads people to feel more helpless, like they’re not worthy of any attention at all.” ■

Analysis of NHL players generates global headlines Professor James Brander pinpointed the optimal age for NHL players in a study that was covered by leading publications and news sources across Canada and the United States, including The New York Times, the Chicago Tribune and the CBC. The Journal of Quantitative Analysis in Sports study found that the performance of forwards peaks between the ages of 27 and 28. Defencemen are best between 28 and 29, and the performance of goaltenders varies little by age.

“While confirming conventional wisdom that players peak in their late 20s, the study proves it is wishful thinking for managers to expect a player in his mid-20s to continue improving significantly,” says Brander. “The vast majority of players are at 90 per cent of their best by age 24, although there are a few late bloomers.” ■

Study on luxury brands makes international news Snobby staff can boost high-end retail sales, according to a study by Senior Associate Dean Darren Dahl, which was featured in world-leading news outlets such as BBC News, New York Magazine, TIME, CNN Money, The Sydney Morning Herald, The Telegraph, GQ and The Wall Street Journal.

The forthcoming Journal of Consumer Research study reveals that consumers who get the brush-off at a highend retailer can become more willing to purchase and wear pricey togs.

“It appears that snobbiness might actually be a qualification worth considering for luxury brands like Louis Vuitton or Gucci,” says Dahl. “Our research indicates they can end up having a similar effect to an ‘in-group’ in high school that others aspire to join.” ■

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SAUDER FACULTY INSIDER INFORMATION

Sauder prof. wins award for influential research on vengeance, justice and forgiveness

Sauder joins global network of leading business schools as only Canadian member

Sauder professor Karl Aquino has won an award for the most influential paper on workplace conflict from a leading international network of business researchers.

The Academy of Management’s conflict management division chair, William Bottom, says Aquino’s paper was the “clear winner” among the candidate articles.

Karl Aquino Aquino and his co-authors investigated different responses to being harmed at work, and found that in workplaces with strong procedures to address wrongdoings, people tend more towards forgiveness and reconciliation. ■

The Sauder School of Business is the only Canadian member of the Global Network for Advanced Management (GNAM), a 27-school partnership dedicated to integrating international experience into graduate business education.

MBA students at Sauder’s Robert H. Lee Graduate School will now have unprecedented access Dean Robert Helsley to learning opportunities with business schools around the world.

“Our partnership with GNAM offers the Sauder School an intriguing opportunity to contribute to and engage with a global community dedicated to advancing an international approach to business,” said Sauder’s Dean Robert Helsley. ■

Sauder research director now president of Canada’s leading network for research administrators The director of Sauder’s Office of Research Support Services, Frances Chandler, is the new president of the Canadian Association of University Research Administrators, the country’s leading network of her peers.

CAURA also gave her an award for distinguished service, for her work in advancing the organization’s Frances Chandler goals of communicating and facilitating cutting-edge research.

“My job is to help faculty members be successful in their research,” says Chandler, who’s now in an even better position to access information on funding bodies and journals, and represent Sauder internationally. ■

Sauder breaks into top 50 in Financial Times ranking of executive education Sauder Executive Education rates among the top 50 providers in the world for open (available to all) programs, according to the global 2014 executive education rankings by the Financial Times.

The school gained two places in the ranking, rising to 49th globally for the quality of its courses offered to management professionals. Sauder is one of only six Canadian business schools included in the ranking, and one of just two schools west of Ontario. ■ 6

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Sauder’s Ch’nook program earns federal government award Ch’nook’s inaugural Links to Learning workshop earned praise from the Government of Canada by winning a 2013-2014 Deputy Ministers’ Recognition Award for Collaboration and Partnerships, presented in June to Miranda Huron, Program Manager for Ch’nook’s Scholars and Cousins initiatives.

Links to Learning 2013, the first of an annual event presented

by Aboriginal Affairs and Northern Development Canada in partnership with Ch’nook, is a technical training forum for First Nations economic development officers and land managers. ■

Sauder a new partner in trailblazing program for corporate directors Canada’s first university-accredited training program for corporate directors is coming to the Sauder School of Business in a new partnership with national organization The Directors College. The first courses began this past summer through Executive Education at Sauder.

The Directors College’s Chartered Director program focuses on practical governance issues, as well as the cultural and behavioural aspects of good governance. Board members and senior executives gain a deeper understanding of today’s best practices in corporate governance, and earn a Chartered Director (C.Dir.) designation upon completion of the five-module program.

The new partnership will give students greater regional choice, flexibility to complete the program at their own pace, and a broader network of relationships. ■

Sauder prof. leads UN aviation conference Sauder professor Tae Oum addressed the world’s aviation leaders in May at a global conference in Montreal hosted by the United Nations’ International Civil Aviation Organization—the only UN agency headquartered in Canada.

In his keynote talk, Oum set the agenda for the conference, Tae Oum discussing pressing issues facing the industry, such as sustainable development and climate change, liberalizing international agreements, and meeting consumer expectations.

Sauder professor Anming Zhang also spoke at the conference, in a session devoted to exploring how to create greater efficiency in the transport of cargo. ■

BCom student brings Arc Initiative’s knowledge exchange home to Rwanda

Sauder BCom student Arielle Uwonkunda (second from right) in Rwanda.

First-year BCom student Arielle Uwonkunda took the Arc Initiative’s name to heart by spearheading its expansion into her home country of Rwanda.

The Arc Initiative, founded and led by Sauder lecturer Jeff Kroeker and BCom alum Thato Makgolane, brings world-leading business smarts to communities in developing countries, building leadership and business management skills in a two-way exchange of knowledge.

The first business skills workshop in Rwanda’s capital, Kigali, drew a resoundingly positive response from the 45 entrepreneurs in attendance, and from Rwanda’s finance minister, Claver Gatete, a UBC alum, who was on hand to thank the team for their work. ■

Business leaders join Sauder’s Faculty Advisory Board Jim Gilliland is President and CEO of Leith Wheeler Investment Counsel. He has extensive investment experience, acquired through his time at HSBC Asset Management/M.K. Wong & Associates in Vancouver and Barclays Global Investors in San Francisco, in fixed income markets in Canada and the United States.

Among his achievements, Gilliland has launched and managed a fixed-income hedge fund; developed platforms to manage risk; and created customized client solutions and liability-driven products. Gilliland is a Chartered Financial Analyst and holds an Honours Bachelor of Commerce degree from the Sauder School of Business (1993) and a Master in Financial Engineering from the University of California, Berkeley. ■ Debra Hewson is President and CEO of Odlum Brown Limited, a full-service investment firm. She has earned a reputation for her vision, passion and dedication as a leader in the business community for more than 30 years. In 2010, she was recognized as one of BC’s 100 Women of Influence by The Vancouver Sun. Hewson has also been involved in the broader community as a board member of St. Paul’s Hospital Foundation. In 2012, she received the British Columbia Community Achievement Award and a Queen Elizabeth II Diamond Jubilee Medal. She holds a Bachelor of Arts from the University of British Columbia (1981) and is Industry Director for the Canadian Investor Protection Fund. ■ Jonathan Kallner is Regional Managing Partner for the Greater Vancouver Area at KPMG. For more than 25 years he has provided audit services and business advice to clients in a variety of industries including retail, distribution, technology, life-sciences and not-for-profit. Kallner is a Chartered Accountant and holds a Bachelor of Arts degree in Political Science from the University of British Columbia (1989). He is also a member of the Institute of Corporate Directors, a school for director education and certification. Outside of office hours, Kallner is a dedicated soccer coach at the grass-roots/youth level and serves on several boards including schools, family services and community-based organizations. ■

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ACTUALS SEEN AND HEARD IN THE SAUDER WORLD

Sauder Business Clubs bring alumni together around the world SAUDER’S NETWORK OF BUSINESS CLUBS ORGANIZE SOCIAL, BUSINESS AND PROFESSIONAL DEVELOPMENT EVENTS AROUND THE WORLD TO SUPPORT THE ALUMNI COMMUNITY. DURING THE SPRING THE CLUBS HELD NUMEROUS EVENTS TO CONNECT ALUMNI, FACULTY AND BUSINESS PROFESSIONALS FROM A WIDE RANGE OF INDUSTRIES. Twenty alumni attended this intimate and interactive event hosted by the Sauder Business Club of Beijing.

On March 26, 2014, four panelists from different sectors shared their experiences and entrepreneurial journeys with over 50 alumni at the “Entrepreneurship in Hong Kong: An Inside Look” event, organized by the Sauder Business Club of Hong Kong.

Attendees learned about the entrepreneurial scene in Hong Kong including the types of funding available, the government’s role in supporting businesses and the types of deals seen in the region recently.

The event was held at the Café Habitu at Lan Kwai Fong in Central Hong Kong and featured the panelists Charles Ng, Associate DirectorGeneral, Invest Hong Kong; Jah Ying Chung, Founder and Air Marshal, Launchpilots; Casey Lau, Co-founder and Executive Director, StartupsHK and Community Development Manager, APAC for SoftLayer, an IBM company; and James Giancotti, Co-founder, Bigcolors and Partner, Excitin.

CEO Dinner in Beijing On May 6, 2014, alumni in Beijing had the opportunity to attend an exclusive CEO Dinner with Paul Hollands, BCom 1979, President and CEO of A&W Food Services Canada Inc., one of Canada’s elite food service companies. Hollands shared his experiences as a business leader and as a graduate of the Sauder School.

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MARK MUSHET

Entrepreneurship in Hong Kong

Mentors and mentees learned more about the program’s positive impact on the past participants’ careers and personal development.

The program’s goal is to provide an opportunity for Alumni mentees to learn from experienced alumni mentors. Through an application and interview process managed

by Alumni Career Services, mentees are paired with mentors based on their personal and professional development objectives.

The first cohort of the Alumni Mentorship Program in Calgary and Toronto will be launched this fall.

Speed networking in Toronto Dean’s presentation in Hong Kong Forty alumni had the opportunity to learn more about what makes cities economically sustainable and successful at an exclusive event held by the Sauder Business Club of Hong Kong on May 6, 2014. Robert Helsley, Dean of the Sauder School of Business and the Grosvenor Professor of Cities, Business Economics and Public Policy, presented his “Successful Cities” research to a sold-out audience.

Alumni Mentorship Program launch in Vancouver The Sauder Business Club of Vancouver organized a special event to mark the launch of the second cohort of the Alumni Mentorship Program on May 8, 2014.

The Sauder Business Club of Toronto organized its first ever speed networking event on June 26, 2014. It was a great opportunity to connect with a diverse group of established alumni from different graduating years who work across various industries.

This intimate gathering stood out from most networking events, where it is common to see groups of old acquaintances mingle and it may be difficult to break into their conversations. Instead, the organizers structured the evening differently to give attendees the opportunity to speak with established alumni for three minutes each to ensure maximum interaction. Once the round of speed networking ended, the floor was opened to continue the conversations that had started. ■

Alumni enjoy their common Sauder bond at UBC Alumni Weekend

Famed ‘freakonomist’ Steven Levitt speaks to Sauder alumni in Vancouver

THE SAUDER SCHOOL OF BUSINESS WAS PLEASED TO welcome alumni back to the Henry Angus building on May 24, 2014, as part of UBC Alumni Weekend festivities.

Attendees and their families kicked-off the day with a pancake breakfast served at the Big 4 Conference Centre and had the opportunity to peruse old class photos and connect with Sauder students, professors and staff, all while taking in the view of the sea and mountains.

The recently renovated Henry Angus building was an attraction on its own. Several alumni went on a tour of the new facilities for the first time and were pleasantly surprised by what they saw.

Old memories were shared across UBC’s campus as a whole as attendees enjoyed several of Alumni Weekend’s more than 40 events, tours and attractions. ■

SAUDER ALUMNI AND STUDENTS were treated to a talk by Steven Levitt, co-author of best-selling books Freakonomics and Superfreakonomics, on June 9, 2014 when he was hosted by Sauder’s Canaccord Learning Commons Conversation Series at UBC Robson Square.

A professor at the University of Chicago’s Booth School of Business, where he is director of the Becker Center on Chicago Price Theory, Levitt first captured international attention when he used economic principles to show a correlation between decreased crime rates and the beginning of legalized abortion in the United States.

His talk to the packed room was irreverent and insightful, like his books, but also full of valuable advice for business graduates.

There were inspirational moments, as the famed academic discussed overcoming the odds by achieving success in economics without being particularly good at math. He joked the one thing an old teacher remembered him by was his abysmal ability with numbers. To make up for his lack of talent, Levitt followed his father—a leading expert on intestinal gas—by choosing topics “so embarrassing and degrading that no self-respecting economist would go near them.”

Levitt found his niche by applying economic principles in uncharted territory far removed from traditional economics, like the cheating strategies of sumo wrestlers and the fiscal decision-making capacity of capuchin monkeys.

He talked about the importance of staying true to principles, saying the day his consulting firm was fired by their biggest client— who had been too set in their ways to accept any criticism—was the best day they ever had. He also discussed the importance of being able to say ‘I don’t know’—the first step in solving any problem—in a business world where people do all they can to pretend they know the answers.

Levitt advised the crowd to set aside emotion and moral judgement when doing research, in order to be open to whatever facts might be discovered. “Only if you really pull yourself out of the moral part of it, can you see the world for what it is,” he said, and that a moral compass should only be brought into play once the facts are identified.

Levitt was in Vancouver on a tour promoting his latest book, Think Like a Freak: The Authors of Freakonomics Offer to Retrain Your Brain. ■

A&W CEO Paul Hollands gives departing BCom students some food for thought at the Commerce Last Lecture LAST APRIL WHEN HUNDREDS OF SAUDER STUDENTS WERE wrapping up their classes and getting ready to receive their hardearned degrees, Bachelor of Commerce students still had one last lecture to attend before the big day. As they settled in their seats at the Middlefield Lecture Theatre on April 7, 2014, the excitement was palpable.

They converged for one last time as students to hear Paul Hollands’ (BCom 1979) inspirational story of success at the Commerce Last Lecture event. He also shared his perspective on how to leverage the Sauder experience to create positive change for business and society.

Hollands is President and CEO of A&W Food Services of Canada Inc. He joined the company in 1980 in an entry level marketing position and went on to become President in 2002 and CEO in 2005.

He also chairs Sauder’s Faculty Advisory Board.

Throughout the lecture, students learned that the transition from being a student to trailblazing a career in the real world can be challenging. One of the keys to success in business is to never stop learning. Another is to focus on making a difference in every role you fill in an organization.

However, Hollands also noted that there is always a possibility of failure. His advice is that failure should be embraced and turned into a learning experience in order to ignite and propel future endeavours.

At the end of the lecture students had the opportunity to interact with the speaker and participate in a lively question and answer session, followed by a champagne (or A&W root beer) toast with mason jars, which they got to take home as a reminder of this special day. ■

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ACTUALS SEEN AND HEARD IN THE SAUDER WORLD

A congregation for the history books

JESSE YUEN

JESSE YUEN

ON MAY 28, 2014, MORE THAN ONE thousand graduates joined Sauder’s alumni community, the largest number of Sauder students to have ever graduated in a single day. After the UBC congregation ceremonies, the new alumni gathered at the Henry Angus Building for three exclusive receptions held throughout the day.

During the events, new alumni learned more about the services available to graduates, entered a draw for an iPad Mini and celebrated this important milestone with friends and family over drinks and snacks. ■

Sauder alumni in New York connect at Canadian charity event SAUDER ALUMNI LIVING IN NEW YORK ATTENDED THE annual Maple Leaf Ball on March 14, 2014. Organized by the Canadian Association of New York (CANY), the event is an annual black-tie gala dinner for the Canadian community in the Big Apple in support of the CANY Foundation charities, including the Terry Fox Run for Cancer Research.

Rupeela Gill, Manager of Business Clubs and Regional Representatives, hosted alumni at the Sauder table and was pleased to have the opportunity to connect with them.

“I was inspired by the success stories of our alumni. Each one of them is making their mark in the New York business community, and it was great to learn more about their endeavours at this exceptional CANY event,” she said.

The Sauder connection runs deep within the Canadian community in the city. Dean Keyworth (MBA 2000), a hedge fund banker who has been living in New York since 2001, is the association’s president and has found in CANY a means to give back to the community.

“Charitable events are at the heart of what we do,” he said and added that “at the same time, it has been great to remain so connected to Sauder and my fellow alumni in the network in New York.”

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Left to right: Dean Keyworth (MBA 2000), president, Canadian Association of New York, Rupeela Gill, Manager, Business Clubs & Regional Representatives, Sauder School of Business.

This year’s festivities were held at the Mandarin Oriental hotel in Manhattan. It honoured Douglas Coupland, Vancouver-based author and visual artist, and Kenneth Taylor, former Canadian Ambassador to Iran. ■

Vancouver’s business community celebrates young entrepreneurs at UBC THE 6TH ANNUAL ENTREPRENEURSHIP LUNCHEON, hosted by Sauder’s W. Maurice Young Centre for Entrepreneurship and Venture Capital Research, drew more than a hundred business leaders to celebrate entrepreneurial ventures emerging from the University of British Columbia.

Held in downtown Vancouver in May, this year’s event gave the business community a unique opportunity to experience the broad range of ventures that have been founded and developed with the support of the Sauder School of Business.

The event, which included remarks by Robert Helsley, Dean, Sauder School of Business and Grosvenor Professor of Cities and Professor Lorne Whitehead, UBC’s Special Advisor on Entrepreneurship, Innovation and Research, showcased six student teams who pitched their enterprises to the audience and identified areas where audience members could get involved to take their start-ups to the next level.

An impressive range of ventures took to the stage including: Blue Perch: Described as LinkedIn meets Tinder, this job-finding app employs sophisticated algorithms to allow users to swipe their way to the perfect job.

Extem: With a mandate to shift bioscience research from animal to human stem cells, Extem is pioneering methods to accelerate the production of human stem cells to enhance accessibility and give practitioners what they need to advance medical science.

Santé West: The company’s high-performance rehabilitation leg brace moderates weight-bearing to reduce an athlete’s recovery time.

MetaMixis: Using proprietary methods to customize and manipulate DNA, MetaMixis creates processes that allow companies to synthesize chemicals using microbes, allowing them to move away from expensive petrochemicals.

Leader Innovation: Using electrocoagulation technology, the company is developing a service for the natural gas sector to treat water contaminated by hydraulic fracturing and significantly reduce associated economic and environmental impacts.

BlueBird Snow: The company’s AvyStick allows users to perform immediate avalanche assessments and share the data and results to a wider network of users.

Thanks to new initiatives Sauder has recently introduced to support entrepreneurship training at the school and across campus, these businesses are coming to life before their founders even graduate. In his speech, Dean Helsley noted

a number of new initiatives spearheaded by Sauder that are helping entrepreneurship flourish on campus, including: • A reimagined MBA program that includes the new Innovation and Entrepreneurship career track, a stream of study that equips students with the training and network they need to launch successful new enterprises or bring innovation to existing companies.

• The launch of Entrepreneurship 101, a new undergraduate course taught by Sauder that, for the first time, provides training in new venture creation to students UBC-wide, from music to mathematics, business to biology.

• New hands-on training in partnership with entrepreneurship@UBC, including the Lean Launch Pad Program that provides applied learning for students from across campus on how to validate the business feasibility of technology-based ideas.

• The launch of an entrepreneurship specialization in Sauder’s undergraduate program in September 2014, which is already generating significant buzz among students.

“We are being entrepreneurial in the way we are pursuing and creating entrepreneurship training at the University of British Columbia,” said Dean Helsley. “We’re scaling it to meet demand and finding ways to have the greatest impact.” ■

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Six ways

Creativity is changing business

We are no more, or less, creative than we’ve always been. We are, however, wearing the creative label these days. Creativity is the new black—or indigo or fuschia—and everyone is sporting it! Those in business understand the fine and inseparable line between ideas and action, creativity and innovation. Here, we’ve chosen to focus on the creative foundation, and six ways it is changing business.

where many Sauder students bring their ideas to life, including Jordan Cash, founder of Cartems Donuterie, building on an idea that came to him in a dream.

such as crowdsourcing, now being used by companies like LEGO, and researched by Sauder profs. including Darren Dahl.

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where many alumni are looking at creative industries through a new lens.

where the most valuable resumĂŠs are those that show us new ways to mold the same clay.

where we need to learn how to doodle again, and learn to create workplace cultures that leave room for interpretation.

where Sauder’s d.studio serves as an example of creating space to colour outside the lines.

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IN THE CLASSROOM

The myth of creativity Sauder students learn that creativity isn’t something you’re born with; it’s a practice that can be cultivated inside the classroom—and out BY

BRENDA BOUW

THIS IS A TRUE STORY ABOUT HOW an MBA grad came up with an idea for a gourmet doughnut business. It might sound like fiction, but it isn’t.

Jordan Cash was living in South Korea in 2002 when he had a dream that he owned a doughnut shop called Cartems, a word with no meaning or particular significance—at least not at the time.

He woke up and immediately wrote down the idea, then let it sit in the back of his mind for nearly a decade as he cycled through a number of professions, from sales to teaching to day trading.

A well-rounded idea Then, in 2011, Cash completed his MBA at UBC’s Sauder School of Business.

Just months later he opened Cartems Donuterie, a modern doughnut shop in downtown Vancouver.

Cash credits his Sauder experience, in particular the coursework that allowed him to unlock his creative side, for helping turn his Cartems dream into a reality.

“Sauder was a testing ground and a place to assess whether this idea I had swirling around in my head was viable,” says Cash, whose MBA focus was on marketing and entrepreneurship.

It was an unexpected result for Cash who, before attending Sauder, had pictured MBA school as much more staid. He 14

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expected the course work to be more about number crunching and deal-making techniques, as opposed to studies on how to unleash his creative side.

“It was in the classroom that I learned to foster my ideas and to push them forward,” says Cash.

One course in particular that inspired him was called Cultivating Creativity in Business, taught back then by Darren Dahl, a professor at Sauder’s Marketing and Behavioural Science Division.

Today, the course has been picked up by adjunct professor Jim Southcott, a long-time marketing and advertising executive who is now a partner at Southcott Strategy, with a specialty in areas such as creativity and innovation leadership.

Creativity in the business classroom: a perfect fit Southcott took over the course two years ago, believing strongly that creativity is more important now than ever before in business. He also believes a classroom of business students is the perfect place to foster creativity.

“CEOs today are really focused on building a creative culture,” says Southcott.

“No CEO would walk into a Sauder MBA class and say ‘We’re looking for less creativity.’ There’s a real thirst for it.”

He cites a 2010 IBM Global CEO study that found creativity was the most crucial

factor for future success of companies.

Among the 1,500 CEOs interviewed across 60 countries and 33 industries, creativity was cited one of the best ways to navigate an increasingly complex business environment. Forbes Magazine summarized the article with a headline that stated: “Creativity Is The New Black.”

Maybe she’s born with it?

The challenge for educators such as Southcott is convincing students from varying backgrounds that they are creative. Creativity is not something you’re born with or develop only as a child, Southcott says.

“Some students are skeptical at first,” he says. “They think, ‘Why do I need this course?’ Plus, so much creativity has been hammered out of them over the years that they aren’t sure how to find it.”

Southcott tries to reassure them that all humans are creative, but tapping into it often requires discipline. The “Eureka!” moments are few and far between.

“Creativity is about pushing people out of their comfort zone to a place they’ve once been, but maybe pushed away,” he says.

Southcott usually starts his course by talking to students about these creativity myths and getting them to start writing a journal. He then tries to get students out of the classroom, observing the campus and world around them, and reporting back on how that might influence their ideas and thinking.

Some of his lessons include creative examples from popular culture, including Netflix programs such as Orange is the

MARK MUSHET

Putting on your thinking hat

Jordan Cash’s experience at Sauder unlocked a creative streak that resulted in the launch of a successful donuterie.

New Black, where the main character, in prison for the first time, designs flip-flops out of maxi pads. He also talks about how DuPont came up with a current line of paint—by getting its team to imagine they’re the walls. It was that exercise that lead to the company coming up with paints that are both beautiful in colour and protect the surface from the elements, says Southcott.

At the end of the course, students are asked to do a creative project. Southcott asks them to pursue something creative that they’ve wanted do, but were perhaps too afraid to try.

The results have been wide-ranging: students have written songs, developed smartphone apps, created new food recipes... the list goes on.

“A big part of it is developing the confidence that you can think creatively,” says Southcott.

For many, it’s the last chance to test their creative side in a classroom before entering (or returning to) the business world. “In a perfect world, creativity would never leave the curriculum after kindergarten,” adds Southcott.

Think different Sauder MBA student Eli Berenbeim took Southcott’s course in the fall of 2013 and says it has taught him to think differently about ideas, and his potential in the business world.

“One of the biggest key takeaways for me was that, first and foremost, creativity is something you can develop,” says Berenbeim. “I had this preconception that there are creative people and non-creative people.”

He also learned that creativity is like a muscle that works better when it’s trained.

“You may not become as reputed an innovator as Steve Jobs, but you can still develop creativity and serve as an innovator for your organization in your own right,” he says. “It has a lot to do with repetition, putting yourself in a creative space. It’s not about waiting for an epiphany—there is a regimen to be followed.”

Berenbeim’s creative space is the time he spends each morning walking his dog.

“It’s about making creativity part of my routine and taking time to reflect,” he says.

“It sounds simple, but it takes discipline.” ■

In his course, Cultivating Creativity in Business, Sauder adjunct professor Jim Southcott teaches some of the methods developed by Dr. Edward de Bono, regarded as a world-leading authority in the field of creative thinking. In particular, Dr. de Bono is known for identifying six distinct directions in which the brain can be challenged.

They are outlined in his book, Six Thinking Hats®, each of which are assigned a colour. The coloured hats are used as metaphors for each direction.

They are, as presented on the de Bono Group website: The White Hat calls for information known or needed. “The facts, just the facts.”

The Yellow Hat symbolizes brightness and optimism. Under this hat you explore the positives and probe for value and benefit.

The Black Hat is judgment—the devil’s advocate or why something may not work. Spot the difficulties and dangers; where things might go wrong. Probably the most powerful and useful of the Hats but a problem if overused.

The Red Hat signifies feelings, hunches and intuition. When using this hat you can express emotions and feelings and share fears, likes, dislikes, loves, and hates.

The Green Hat focuses on creativity: the possibilities, alternatives, and new ideas. It’s an opportunity to express new concepts and new perceptions.

The Blue Hat is used to manage the thinking process. It’s the control mechanism that ensures the Six Thinking Hats® guidelines are observed. ■

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IN RESEARCH

The democratization of creativity “Crowdsourcing is the act of taking a job traditionally performed by a designated agent (usually an employee) and outsourcing it to an undefined, generally large group of people in the form of an open call.” —Jeff Howe, Wired, June 2006 BY

ALLAN JENKINS

THREADLESS IS A T-SHIRT COMPANY— but not just a t-shirt company. It is also a crowdsourcing success whose quirky, artistic—and not inexpensive—designs are sought out by hipsters and mainstreamers around the globe. So much so that every design sells out after a limited run, netting the lean, closely-held company revenues of more than US$30 million a year.

Churning out dozens of catchy designs a year would normally require a team of talented designers and a great deal of internal debate about what might or might not sell.

But Threadless has no designers on staff, nor does it decide which t-shirts will be offered. It relies entirely on the “crowd” —its 2.4 million customers—to do that.

The company receives thousands of designs from eager contributors, and it sorts them by asking consumers to vote on each design. Few designs are approved by the user base, but those that are go into production. Successful designers receive $2,500 in cash and gift certificates, and the pleasure of seeing their name printed on the shirt’s tag.

By limiting its print runs and removing even popular designs on a regular basis, Threadless is able to create strong demand and high margins for its shirts—so much so that it never has unsold stock. All because it puts crowdsourcing at the centre of its business model.

Ask the crowd what it thinks Companies have long solicited the opinions of consumers and employees to develop

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better products and processes. But it is only in the past decade that the technology has developed that lets organisations instantly and constantly receive and use information from consumers and widely-spread staff.

And according to Darren Dahl, Senior Associate Dean, Faculty and Research, at Sauder, and Editor-in-Chief of the Journal of Consumer Research, it is only recently that organizations are seeing real benefits to opening up their innovation game and empowering consumers to be part of the equation.

Consumers are thrilled.

“We humans find deep satisfaction in being creative,” says Dahl. “And there are lots of ways to do that, anything from crafting to solving an engineering problem to playing a game. Creativity comes to life in many different ways, but we humans just love it.”

So when companies give us the chance to be creative for a brand we are passionate about, we leap at it, says Dahl.

“When Starbucks or LEGO gives you that opportunity, it makes you feel good.

Why? Not only because you are giving back to a brand you care about, but you are also exercising that muscle that you used when you were a little super-creative kid, only now you can do it in a more grown-up context.”

However, managing crowdsourcing is a challenge, says Dahl, and companies wrestle with making it an efficient part of the innovation process. They also need to figure out how to ensure crowdsourcing actually gives the crowd what it wants.

Dahl notes that crowdsourcing is not the best choice in the luxury-goods market, for example.

“In those situations, you are excited to buy something because it was designed

by Yves-Saint Laurent or someone else of incredibly great taste. You are buying into the prestige and the dream,” says Dahl.

“You are not as excited to buy something

by Fred down the street because there is no prestige or luxury in Fred.”

Crowdsourcing across the business model Dahl notes that companies can use crowdsourcing across a spectrum, according to their needs. Some, such as Threadless, make it the centre of their business model, while others use the crowd to simply engage with customers.

“In the advertising space, you can point to Frito-Lay and the consumers who have done ads for the Super Bowl,” says Dahl.

“They have been doing that for eight or nine years. They get incredible participation and incredible play on that, and it has been very successful.”

“LEGO has also been very successful in terms of involving the crowd,” adds Dahl, who says LEGO’s crowdsourcing of ideas from consumers, and acting on them, is at least partly responsible for the company’s turnaround.

“You can use consumers across the innovation spectrum, from generating ideas, to helping manage what gets produced, to deciding how it gets produced,” notes Dahl.

MARK MUSHET

efficiently. TSA is willing to pay US$15,000 for the solution.

General Mills, the foodprocessing company, uses its open innovation platform, the General Mills Worldwide Innovation Network (G-WIN), to find new products, better packaging and better processes.

Recent G-WIN challenges included a search for better nitrogen fertilizer technologies to promote sustainable agriculture, and better ways to incorporate whole grains into wheat-based baked goods.

At the other end of the spectrum, the carrying out of tedious and low-paid tasks, some businesses turn to the Amazon Mechanical Turk. Touted by Amazon as “artificial artificial intelligence,” the Mechanical Turk lets companies outsource routine, repetitive mental tasks that, unfortunately, cannot be done with computing power alone.

At any time, about 3,000 projects are available, some with thousands of “human interaction tasks” to be completed. Recent tasks included extracting 46,000 sales receipt data points at US$ 0.02 per receipt, to transcribing a two-hour interview for US$76.50. Despite the low pay, companies find takers for most of the projects presented.

Sauder professor Darren Dahl developed and launched many of the school’s courses focused on creativity.

In fact, crowdsourcing is being used to “crowdfund” projects before there is even a tangible product. Many start-ups, artists and just people with an idea are turning to “crowdfunding” sites to raise funds to get their projects moving.

At Kickstarter, people seeking funding set up projects on the site, describe what they want to do (and why they are qualified) and ask the crowd to pledge contributions to meet a minimum funding level, ranging from a few dollars to many thousands. If the goal is met, the pledges are automatically collected and the project starts. If not, no funds are raised.

Any number of contributors can help fund a project, and they are often recognized for their support. For example, a writer might offer a signed copy of a book to a $50 backer, and five signed copies and an acknowledgement in the book to a $250 contributor. Crowdsourcing can continue throughout the project, asking for, and rewarding, contributor input and advice as the project rolls out.

Using the crowd to solve problems large and small Not all companies use crowdsourcing for funding and marketing. Some are turning to crowdsourcing to solve difficult problems

while others use it to carry out exceedingly tedious tasks.

An example is InnoCentive, an open innovation company, which uses the crowd to solve difficult or even seemingly intractable problems for its clients.

Companies and non-profits commission InnoCentive to offer major “challenges” or “problems” that anyone can attempt to meet or solve. By offering the challenge to the crowd, InnoCentive clients are, in fact, outsourcing major R&D, engineering, or programming.

The challenges are tough, but the rewards are big. One current InnoCentive challenge is to find “innovative approaches to establishing new intestinal carcinoid and pancreatic neuroendocrine tumor cell lines from primary tumors that grow slowly in vivo and to publicize new methods as well as availability of the new cell lines for broad, unrestricted use.”

The reward? US$300,000 if the challenge is met by April 2015.

Another challenge on InnoCentive is from the US Transportation Security Agency (TSA), the body responsible for travel security in the United States. TSA is looking for ways to handle bags according to a passenger’s screening designation, which would let TSA sort and process bags more

The new tool in the box None of this surprises Dahl.

“Companies will fall across the spectrum [of crowdsourcing],” says Dahl.

“They will differ, and they should, in how they use it, depending on their business model and what they produce.”

Dahl points to Google and Apple as examples of the difference.

“Google likes to talk to the consumer, whereas Apple likes to observe the consumer. That is just different business models, and that is fine. But crowdsourcing is now another option, and it wasn’t 10 years ago.” ■

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IN BUSINESS

The business of creativity Sauder graduates are using their skills across creative industries such as music, dance and film to help shape the future of business behind the arts. Viewpoints checked in with five alumni to find out how the business of creativity is changing in their industries.

BY

BRENDA BOUW nuances of deals we do with people and the financing that we’ve had to work our way through over the years. It’s also helped us to expand our business model. Instead of just renting out facilities to others, we’re now starting production of our own film and television projects. It’s one thing to launch a show—it’s another to be successful and make money at it.

Selfie: Pete Mitchell, MBA 1989, Vancouver Film Studios group.

PETE MITCHELL IS PRESIDENT AND Chief Operating Officer of Vancouver Film Studios group. He graduated in 1989 with an MBA from Sauder.

How did your time at UBC/Sauder help to shape your creativity?

My time at UBC was spent primarily in quantitative analysis, which set the foundation for my ability to be creative. You need to have that underpinning to be both creative and effective in business. If you’re creative without a business approach, you can end up spinning your wheels.

How do you apply that in your current profession?

My business involves renting out film and television production facilities to major studios. The creative part is in the

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What’s the most creative project you’ve taken on recently and what inspired you?

We are shooting our first reality show called Guardian Angels, which revolves around helicopter work. We were inspired to do our own production by the years of servicing other clients for productions such as X-Men 2 and X-Men 3, to name just a couple of examples. Our team has learned a lot from those experiences, and decided it was time to take some risks and get into the production side of the business ourselves.

How do you see creativity changing your profession in the future?

The nature of creativity in the visual world is changing dramatically with the advent of YouTube and the fact that all markets have been fragmented. Creativity remains the same, because it’s always about a story.

However, the way that it’s paid for and delivered is changing dramatically. That has and will continue to change the film and television industry. The impact of the creative economy is also increasing. For people who want to get into the creative economy, the mixture of business and creativity is the way to go. ■

BONN SMITH IS PRESIDENT AND co-founder of New Music Channel, as well as a singer/songwriter and professional film and television actor. He graduated from Sauder in 2012 with a Bachelor of Commerce degree, with a marketing focus.

How did your time at UBC/Sauder help to shape your creativity?

UBC surrounded me with unique individuals. The campus pulses with interesting characters, from a variety of backgrounds and walks of life. It didn’t take me long to realize there was much to learn from my peers’ (and professors’) experiences and personalities. I was quick to befriend as many as possible! I had my business buddies, my musical friends, party friends, lazy-day friends, crammingfor-exams friends and everything in

Selfie: Bonn Smith, BCom 2012, New Music Channel.

between. It is important to branch out and see who’s out there; this mindset leads down a colourful and exciting path. It also comes in handy to have varied opinions to leverage when making important decisions like “full-time musician or full-time accountant?”

How do you apply that in your current profession?

It is apparent to me now that business is all about relationships and teamwork.

My university years gave me hands-on experience in dealing with different types of people, problems and timelines—all of which directly correlate to the “real world.”

It takes the hands of many to truly create something of worth, and one cannot rally a team to create said worth without the ability to empathize and connect deeply with others. University is a great place to practice the art of connecting.

What’s the most creative project you’ve taken on recently and what inspired you?

I recently started my own television network, New Music Channel, with the aim of exposing top independent musicians to a nation-wide audience.

After graduating from Sauder, I released an album, titled Secret Lives, and spent a year working as an independent musician, quickly realizing how difficult it is to make it as an artist in today’s market—so I set out to create a new market. The channel is on track to air in the near future; it will be the first network of its kind and I am ecstatic to see all my hard work come to fruition.

How do you see creativity changing your profession in the future?

I don’t see creativity changing my profession in the future. Instead, I see it guiding my profession, every step of the way. Being creatively stimulated is the most fulfilling and worthwhile part of my day. I cannot imagine a career that doesn’t allow me to think outside boxes and step over lines—where’s the excitement in that? ■

JENNY DUFFY IS THE OWNER OF Jenny Duffy Dance Services, which offers choreography, dance lessons and coaching. She is also the choreographer for the BC Lions Felions Dance Team, and the artistic director of Endangered Dance Co., which is based out of Harbour Dance Centre in Vancouver. Duffy graduated from Sauder in 2004 with a Bachelor of Commerce degree.

Selfie: Jenny Duffy, BCom 2004, Jenny Duffy Dance Services.

How did your time at UBC/Sauder help to shape your creativity?

As a Sauder student, I learned that some of the world’s greatest innovations were created when someone saw opportunity, where others had only seen failure. CocaCola, originally invented as a treatment for patients with morphine addiction, is a great example of this. As a professional choreographer, when faced with a challenge I always ask myself, “How can I use this to my advantage? Is there a feasible workaround that can be reached?”

I have learned to be adaptable and search for unconventional solutions in the face of adversity. I just love the cross between the two worlds of arts and business.

How do you apply that in your current profession?

When working with dancers on a television set, the conditions are often changing. The amount of space you have to work with, props on set, costuming, and special effects are often not exactly as you expected them to be. So I constantly have to be prepared to modify choreography to meet the needs of the client.

What’s the most creative project you’ve taken on recently and what inspired you?

Right now I am working on the music and choreography for the Grey Cup routine, which will be performed by the BC Lions Felions Dance Team at the 102nd Grey Cup Cheer Extravaganza in Vancouver, BC

this November. The routine will be nearly eight minutes long, showcase a variety of dance styles including jazz, hip hop and acrobatics, and will explore the concept of the BC Lions as the “winning machine” that has earned them the moniker of the Best in the West.

How do you see creativity changing your profession in the future?

As the dance industry moves towards greater fusion, for example contemporary jazz, lyrical hip hop, Afro-Cuban jazz, etc., I think choreographers are going to need to use their creativity to create new and exciting styles while still respecting tradition. ■ PETER LEITCH IS PRESIDENT OF FILM company North Shore Studios/Mammoth Studios and Chair of the Motion Picture Production Industry Association of BC. He graduated from Sauder in 1979 with a Bachelor of Commerce degree.

How did your time at UBC/Sauder help to shape your creativity?

My business degree helped me get into a creative industry. It was very unexpected, but even creative industries need finance people. While I have been engaged in the finance side for a portion of my career, I’ve also been involved in government policy, which has impacted the film and television

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constantly changing. We need to be on top of these changes. At the end of the day, it’s about storytelling. All of the ideas that go into keeping this industry moving forward are in someone’s head, so the creative talent we develop—and how we help tell those stories—will determine how this industry changes in the future. ■

Selfie: Peter Leitch, BCom 1979, North Shore Studios/Mammoth Studios.

industry. The skills I learned at UBC were very helpful from an administration standpoint, but also for problem solving and meeting and negotiating with different levels of government.

How do you apply that in your current profession?

I work in a creative industry, but I’m not an actor or performer or in front of the camera or building the sets. That said, my job does require me to find creative solutions to business problems that may arise. That’s is a different type of creativity, but also important for its own purposes.

Part of my role also includes marketing British Columbia as a film and television production destination.

What’s the most creative project you’ve taken on recently and what inspired you?

We’re in the infrastructure business, so building studios and expanding upon that is always a creative process. We also need to make sure that we keep up to date with the technology that helps to advance creativity in this business. Our clients are our inspiration as we build facilities to accommodate their needs, which are different from 25 years ago when we started out.

How do you see creativity changing your profession in the future?

Film and television is an extremely competitive business, and the technology is

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TOM DOBRZANSKI IS A PIANIST WITH the indie rock band The Zolas, as well as a producer, engineer, composer and founder of Monarch Studios. He graduated from Sauder in 2005 with a Bachelor of Commerce degree, with a focus on accounting and finance.

How did your time at UBC/Sauder help to shape your creativity?

Sometimes pursuits into creative industries present a more ambiguous career path than traditional professions. The foundation from my Sauder education made it easier to do what at the time seemed like the bigger risk, knowing there was always a traditional business job waiting for me if I didn’t end up finding a path in music. While doing my degree I also attended a technical school to study sound engineering and started a small recording studio business. When I graduated in 2005, my small studio was already booked up for months ahead of time, so I decided to put off applying for jobs and focus on building that business.

How do you apply that in your current profession?

By 2010, I had come to the realization that being a music producer/studio owner was not a temporary departure, and actually “what I do.” It was time to go all in, and take a big leap to expand the studio and launch my new business, Monarch Studios. At a time when the music industry was changing, album sales and album recording budgets were shrinking, and big studios around the world were closing, my intuition was telling me that Vancouver was missing a mid-size professional recording facility.

Having the financial background from

Sauder allowed me to model different scenarios, create financial forecasts, and confirm my intuition that the business would work.

What’s the most creative project you’ve taken on recently and what inspired you?

The most creative project I’ve taken on was designing and building the new studio. It was incredibly complicated and required a lot of creativity and balancing. I needed to balance the mathematical side of the physics of sound, marry that design with the city requirements for permitting and building codes, choose the right mix of modern and vintage recording equipment, and create an aesthetic that would be unique and inspiring to musicians.

How do you see creativity changing your profession in the future?

As modern music is evolving, the producer and engineer are becoming an increasingly important part of the sound of a band. It’s all about creating combinations of sound that people haven’t heard before. As a result, bands are leaning on the engineers who have more technical know-how on manipulating audio to help shape their sound. To be successful going forward requires a unique mix of having a wild creative vision for something new, an appetite for being analytical, and the technical skill to make it happen. ■

Selfie: Tom Dobrzanski, BCom 2005, Monarch Studios.

IN THE WORKPLACE

The playdough resumé Creativity as a workplace skill ALLAN JENKINS AND JENNIFER WAH

SOMEWHERE BETWEEN KINDERGARTEN and grade 1, we started to colour inside the lines, and random LEGO contraptions started to take on more structure. While stern Mrs. Jones handed out gold stars for better crayon management, and our parents were happy to not need to ask what it was they were looking at, there is an unfortunate edge to this turning point in our lives: it generally signals the end of the kind of creative thinking the business world will later crave.

And, although schools are now placing an increased value on creativity in the curriculum, those alumni long past the recess-and-assembly stage of life would do well to act on the data presented by many credible sources.

In an oft-cited study by IBM, creativity was listed as the most important leadership quality, according to CEOs. And this wasn’t just in North America; these findings were announced after interviewing more than 1,500 senior managers in 60 countries.

Creativity was prized by 60% of the CEOs interviewed, ahead of integrity and global thinking.

Enter the Conceptual Age In discussing his book, Drive, zeitgeist author Daniel Pink argues that “the Industrial Age gave way to the Information Age—the age of left brain, white collar workers doing relatively routine work— and that has given way to the Conceptual Age—the age of right brain workers doing non-routine work.”

So the question every person in business needs to ask is, How well equipped am I, or my organization, for the Conceptual Age?

Paul Cubbon, lecturer in marketing and behavioural science at the Sauder School of Business, says “[We] learn to play safe.” ”We might be very creative, in our private lives, as musicians or poets or cooks or whatever, but at work we play it safe because we have seen people fired or reprimanded or not get bonuses because they didn’t just do what they were told.” According to Cubbon, while CEOs may wish for creativity, the incentives in corporations are often not aligned to reward creativity.

MARK MUSHET

BY

Fuzzy pictures not allowed Cubbon points out that managers “often want you to be creative, but not in a random way, and only on focused areas.”

Cubbon’s colleague at Sauder, Darren Dahl, Senior Associate Dean, Faculty and Research, in a 2011 paper published in the Journal of Marketing, said that no one right way exists for a company to foster creativity. Dahl and colleagues found that companies were “all over the map” when it came to inculcating a creative culture.

Dahl and his colleagues did find corporate creativity benefits from both training programs and incentive programs.

However, they found organizations successfully used different forms of programs.

“The incentive can be cash, but does not have to be,” says Dahl. “There just needs to be some awareness and acknowledgement to tell people creativity is valued and rewarded, whether through social recognition, monetary recognition or whatever.”

Professor Paul Cubbon is focused on creatvity as a foundation for innovation.

But Cubbon, who believes creativity, innovation and entrepreneurship are inextricably linked, encourages companies to give people permission to rediscover their creative selves. Certainly companies known for service that feels fresh and authentic offer high rewards for creativity. The airline industry offers many examples of creativity at work: Delta Airlines won awards for their approach to boosting call centre satisfaction by offering revenue sharing to call centre employees, and anyone who has flown WestJet or Southwest Airlines experiences firsthand a culture shift based on creative problem solving.

According to Cubbon, if the creative process matters to a company, leaders must make space for it. You cannot simply tack it on to a job.

Stop. Then start.

“Everybody’s lives are full,” says Cubbon. ”So if it matters, it is about stopping doing some things and starting doing others.”

Some companies frame it internally as professional development so that employees are focused on being given an opportunity to develop professionally and enhance their job satisfaction.

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Sauder courses help students focus creativity on results Sauder’s focus on creativity in its curriculum has shifted significantly over the past few years. In 2002, Dahl, an expert on creative crowdsourcing himself, was approached by a UBC engineering prof. about a class on creativity, and the school’s much-admired New Venture Design course was born. Offered at both the undergraduate and graduate level, the course not only attracts students from all of UBC’s faculties, but also the interest of management consulting firms such as McKinsey, who have recruited from class alumni for the fastest-growing area of their business—creative problem solving in business.

More than a decade later, a suite of courses and content are firmly entrenched in the way the school prepares graduates for a business world that values this skill at the top of the list. ■

a-kind tasting experiences. From his innovative approach, elBulli became the highest-ranking restaurant in the world for two consecutive years, yet it didn’t make money. The notion behind the restaurant was purely creative: to deliver an experience like no other and at that it succeeded. elBulli closed in 2011, simply because the owner had been there, done that and wanted to try something different.” Fittingly, the space will reopen as a creativity centre this year.

For those looking to bring creativity into their business, Sauder professor Paul Cubbon and others offer a few practical solutions: •

•

Hold a workshop or brainstorming session where you provide people with inspiration, some specific creative tools, and a clear challenge or outcome.

Silicon Valley-based Ideo can lay claim to some very innovative products, including Apple’s first mouse. Rather than waiting for good ideas to pop into their heads formalized, idea-generation exercises are “practically a religion,” says one creativity author.

•

Consider a physical workplace reorganization to increase places where people can bump into one another, or exchange creative thoughts.

In one infamous example, apparently the Cambridge University mathematics department has white boards in the toilet stalls. At Swedish telecommunications giant Ericsson, a technology-free “green room” has been set aside for contemplation and reflection, a crucial element gone missing from too-busy days. ■

5.

One conversation at a time Of course on OpenIDEO, there’s lots of conversations happening at once, which is great! Always think about the challenge topic and how this could apply.

6.

Be visual We love visual ideas as the images make them memorable. In live brainstorms, we use coloured markers to write on Post-its that are put on a wall. Nothing gets an idea across faster than drawing it. Doesn’t matter how terrible of a sketcher you are!

It’s all about the idea behind your sketch.

7.

Go for quantity Aim for as many new ideas as possible.

In a good session, up to 100 ideas are generated in 60 minutes. Crank the ideas out quickly. ■

Frame challenges or opportunities differently at work. Ask “What if?” consider role playing, provocation (rejecting a truism) or disruption.

In his course work, Dahl cites an example of disruption: “elBulli was a famous restaurant in Barcelona, Spain. Chef Ferran Adria was always seeking new ways to come up with innovative dishes, such as a 35-course meal and other one-of-

Seven brainstorming tips from OpenIDEO OPENIDEO IS AN OPEN-INNOVATION platform that relies on crowdsourcing to try to solve social problems. Sponsors, such as the Clinton Global Initiative, the European Commission, and Amnesty International, present challenges and invite the world to brainstorm ideas for solutions. Anyone can participate. The crowd develops research and ideas, then refines the ideas, winnowing them down to the most innovative.

OpenIDEO offers these tips to its brainstormers on openidea.com, but they are applicable to any brainstorming process.

1.

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Defer judgment Creative spaces don’t judge … You never know where a good idea is going to come from … make everyone feel like they can say the idea on their mind and allow others to build on it. This still means we FALL 2014 VIEWPOINTS

pose questions and provocations so that the ideas can get to a better place.

2.

Encourage wild ideas Wild ideas often give rise to creative leaps.

In thinking about ideas that are wacky or out there, we tend to think about what we really want without … constraints. We say embrace the most out-of-the-box notions and build build build...

3.

Build on the ideas of others Being positive and building on the ideas of others takes some skill. In conversation, we try to use and instead of but...

4.

Stay focused on the topic Keep the discussion on target, otherwise you can diverge beyond the scope of what you’re trying to design for.

IN LEADERSHIP

Why more leaders are looking for ways to tap into their creative potential Creativity is a key ingredient for success in business BY

BRENDA BOUW

THE ABILITY TO TRANSFORM a traditional idea into something new—whether it’s a product that becomes a best-selling brand or a subtle tweak within an organization that improves how it operates—is what propels business and the economy forward.

Still, creativity’s contribution to the bottom line isn’t always obvious. Especially during tougher economic times, more emphasis may be placed on execution over allowing employees time and space to stand back and try to approach products or problems differently.

But thanks to innovation and constantly changing technology, not to mention some wellknown success stories such as Apple and Google, creativity continues to gain credibility in the corporate world.

MARK MUSHET

UBC’s Sauder School of Business. “We’ve seen a real increase in organizations that are willing and able to talk about creativity as a core skill.”

It’s not just in the technology space either, where the results of creativity often receive the most attention. Creativity and creative problem solving are increasingly being recognized as a requirement in a wide range of industries, from financial services and manufacturing to government and Crown corporations.

To help cultivate creativity, more business leaders are trying to create Liz Starbuck Greer champions creativity in Sauder’s Executive Education program. a corporate culture that inspires employees to come up with new and “Creativity has become something Let’s talk about it innovative ways to do their jobs and run the In fact, a growing body of research suggests operation. that people can talk about in a that creativity is now one of the most Many are starting by first trying to business and leadership context. important qualities in a leader and crucial unlock their own creative potential.

We’ve seen a real increase in for companies to remain competitive.

“Leaders are looking to become creative “Creativity has become something role models,” says Elizabeth Newton, a organizations that are willing and that people can talk about in a business registered psychologist and faculty member able to talk about creativity as a and leadership context,” says Liz Starbuck in Entrepreneurship & Innovation at Sauder. core skill.”

Greer, Director of Marketing & Business “They are looking for new ways to inspire Development, Executive Education, at – LIZ STARBUCK GREER and support innovation in their staff. If a

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leader is seen as a pencil pusher or a suit, he or she will also have a hard time gaining the trust of highly creative employees.”

Newton teaches a two-day, interactive course called Creativity and Innovation for Business, through Executive Education, which helps managers explore their creative style and help bring it out in others in the workplace.

It’s a stereotype Newton and other Sauder faculty are trying to break through their creativity and leadership courses.

“There is creativity at every step in the innovation chain—from generating and refining the idea to testing products and processes, bringing new offerings to market and staying current after that first big success,” Newton says.

Her course helps to show leaders that creativity comes in different forms and from various people across all divisions, not just the marketing or advertising departments, for example.

“It’s about redefining and tapping into creativity, for everyone,” she says. “We also consider the context in which people are creating—team, organization and market.

What are the organization forces that stifle and encourage creativity and how can leaders maximize innovation in their particular working environment.”

10 people felt that unlocking creativity was critical to economic growth. However, 75 per cent of those surveyed felt they were under pressure to be productive, rather than creative at work.

What’s more, only 39 per cent of the 5,000 respondents from the US, Europe and Japan described themselves as being creative.

MARK MUSHET

How to succeed in business

Elizabeth Newton, a registered psychologist and faculty member in Entrepreneurship & Innovation at Sauder.

It’s seen as a step in the right direction, given studies that show many workers don’t believe creativity is in their job description.

Wanted: productivity and creativity In 2012, Adobe released the “State of Create” global study that showed eight in

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Newton says it’s a common misconception in society that only some people are creative. There’s also a misunderstanding that creativity relates only to artistic pursuits such as drawing, painting or playing music.

“Creativity is a mindset. It is not about some narrowly defined set of outcomes,” she says.

At Sauder, the faculty believes there is a spectrum of creativity, all of which can have a positive impact on business.

“To our clients, creativity is about finding alternative solutions to problems, new ways to build their business, and to deliver value to their clients,” says Starbuck Greer. “There is an understanding that companies that have embraced creativity and innovation have been more successful.”

Many leaders who enroll in Sauder’s creativity courses are looking for ways to do things differently.

“They are trying to find some kind of competitive advantage in their marketplace.

That’s where creativity comes in.”

More companies are trying to embed creativity across the workforce, not just in the corner office, embracing the idea that anyone within the organization can be a creative leader.

Luova: Found in translation “Part of the challenge is to find your creative champions and leverage them, wherever they are in the organization,” says Starbuck Greer.

“Leaders who empower all their people to be creative will benefit far more than those who try to limit creativity to a certain function or level in the organization,” says Harri Sivula, the CEO at Finland-based hotel and restaurant chain Restel Ltd. Like Sivula, executives from around the world are signing up for Sauder’s creativity in leadership courses.

Sivula enrolled in Sauder’s one-week Strategy and Innovation course in the summer of 2013, looking for a different perspective from Canada on innovation and a refresher on strategic thinking and formats.

From the course, and discussions with other executives who participated, Sivula says he picked up a more global perspective on creativity in business.

Since then, Sivula has applied some of that thinking to his own company, including in development work and improving customer service across the company’s 49 hotels and 240 restaurants in Finland.

He was also reminded in the Sauder course that all people have a creative side, which comes out in different ways. It’s up to leaders to help foster that creativity, Sivula says.

“Some people come in with the idea that they are creative or not creative, or they fear that they’ve become seen as suits and want to change that image.”

– LIZ NEWTON “There is a lot of potential in all people.

It’s only a question of which level and how to get it out in a productive way to our own business and lives,” he says. “It’s a question of where do you learn and get new ideas and thoughts?”

For Sivula, it’s often when travelling, on holiday, or while playing sports.

“Just getting away from workplace and home” can do wonders for creativity, he says.

His advice to others seeking to express their creativity: “Get out there!” ■

The creative context Drawing from different creativity and innovation philosophies and research, Sauder faculty member Elizabeth Newton has pulled out four common threads: 1.

There is a world of ideas out there waiting to be connected

2.

Individuals need to be cognitively and emotionally open to seeing and building new connections

3.

People need to have access to the relevant expertise to finesse the idea

4.

The environment in which people are thinking and doing needs to allow for their creative process

The state of create In 2012, software giant Adobe commissioned a study looking at global creativity. It surveyed 1,000 people in each of the United States, the United Kingdom, Germany, France and Japan and found there was a “global creativity gap.” Below are some of the key findings from that survey:

8 IN 10 PEOPLE FEEL THAT UNLOCKING CREATIVITY IS CRITICAL TO ECONOMIC GROWTH

25% 67% TWO-THIRDS OF RESPONDENTS FEEL CREATIVITY IS VALUABLE TO SOCIETY

PEOPLE SPEND AN AVERAGE OF ONLY 25% OF THEIR TIME CREATING AT WORK

25% ONLY 1 IN 4 PEOPLE BELIEVE THEY ARE LIVING UP TO THEIR CREATIVE POTENTIAL

75% 75% OF RESPONDENTS SAID THEY ARE UNDER PRESSURE TO BE PRODUCTIVE RATHER THAN CREATIVE AT WORK

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IN THINKING

Designing business to change the world At Sauder’s d.studio, the challenge is to think differently in full BY

ERICA SMISHEK

MOST PEOPLE WOULD AGREE THAT innovation requires creativity. But increasingly, many would say it also demands critical thinking, collaboration and human values.

All these elements come together in the strategic design process, an emergent business discipline that can lead to original and often unexpected ideas and solutions.

“Strategic design is a way of expanding your world view and how you think about and address complex problems,” says Professor Moura Quayle, who teaches Design Strategies for Business Innovation through the d.studio at the Sauder School of Business. “To think we can use the same tools we used a decade ago just isn’t realistic.”

“The d.studio is about kindling a passion in students to get out there and change the way we do business.”

– MOURA QUAYLE Once the domain of designers producing products or services, strategic design is increasingly being used by business to help solve systemic challenges and wicked, difficult-to-define, no- “right”

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-answer problems. The Sauder School, and other leading global academic institutions such as Stanford University and the Copenhagen Business School, have established transformative learning experiences to bring the practice into business education.

Transforming business models “The d.studio is about kindling a passion in students to get out there and change the way we do business,” says Quayle. “It’s about looking at the business world in a different way and bringing the designer mindset into how we ask questions, how we find solutions. It’s very much student-based and very collaborative in its spirit and essence.”

As someone who has brought her own education and professional background in urban design and landscape architecture to bear on a variety of leadership positions (she is British Columbia’s former deputy minister of advanced education, research and innovation, and former dean of the UBC Faculty of Land and Food Systems, for example), Quayle brought the d.studio to life at Sauder in 2010 because of her profound belief that business students, and business people in general, have the greatest capacity to change the way

we operate as a society, with respect to achieving a low to zero carbon economy.

“With the d.studio we strive to inspire students to transform business models to keep businesses alert and responsive to their customer needs, to improve service delivery and business processes to better serve customers, and to build effective organizations to serve society,” she explains.

Real. Life. Experience.

Sauder’s d.studio is an interdisciplinary and action-focused experiential learning initiative and environment where students create business value founded in real-world problems, opportunities and contexts.

Students get direct contact with local, national and international business, government, and not-for-profit clients that have included Climate Smart Business, Arts Umbrella, Concert Properties, Pacific Press and Lululemon.

Through experimentation with various tools, processes and activities, individual and teams define, research, ideate, prototype, choose, implement and learn.

Students come away with a new and critical component to enrich their business toolkits as well as a better understanding of how human-centred strategic design (which starts with the people for whom others are designing and want to affect with their solution) can be used, particularly to foster business innovation, sustainability and change leadership.

“I really appreciated the collaborative process,” says Daniel Draper, a BCom 2014

MARK MUSHET

Quayle notes that the strategic design process and studio environment need to be designed for each unique project, problem, opportunity or organization.

“It is strongly guided by its co-creative nature, by having all the stakeholders in the room,” she says. “This means comfort with ambiguity and not really knowing precisely where the process is going, or where it is going to take us.

This is hard for people who like ‘right and wrong’ or ‘correct or incorrect’ answers.”

While it is a tremendous tool, she says it won’t always be the appropriate one.

“Sometimes strategic design isn’t the right methodology. It really depends on the problem and the context. For some simple endeavours, you want a simpler method. And you have to be prepared for failure—and for starting again.”

Quayle, in a sense, is also starting again. Recently named director of UBC’s Liu Institute for Global Issues, she will remain a professor at Sauder and hopes to bridge gaps between policy and business by strengthening the bond between the Liu Institute and the Sauder School. She plans to increase the business community’s voice and engagement in policy work going on at the Liu Institute, and envisions a d.studio at Liu for teaching policy and tackling policy problems. ■

For Moura Quayle, the key creative canvas is the mind (in this case, colleague Jim Southcott’s) and the thoughts it holds.

graduate who specialized in finance. He was part of the project team tasked with growing Lululemon’s men’s line.

“Right from the start, we spent a lot of time discussing ideas, brainstorming, having productive arguments, and sharing personal experience and perspectives. It was particularly valuable because there didn’t have to be an immediate outcome or solution. We all wanted to make the most of the process and could’ve landed on a variety of outcomes. I learned techniques and activities that will be useful in any circumstance.”

At Sauder’s d.studio, individuals and teams define, research, ideate, prototype, choose, implement and learn through experimentation.

Alexandra Lam, a BCom student entering her final year of studies, says the course was one of the most enriching and unconventional learning experiences she has ever had.

Dialogue to design “Almost everyone in the class was a ‘type A’ leader. Sometimes ideas clashed. But we had the chance to listen to each other, share ideas, and give each other really constructive feedback,” Lam explains. “It makes me aware not only as a business student but also a future business person of how I need to engage with a team, how we can learn to reach for the potential in ideas and work through barriers, and learn to be comfortable with the grey, with the not knowing how to do something, with the uncertainty.

“Anyone who wants to be a powerful, influential business leader should take this course,” she says.

action research studio in strategic design

To learn more about the d.studio visit www.dstudio.ubc.ca or contact studio@sauder.ubc.ca.

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ANGÈLE BEAUSOLEIL NEVER MET A complex problem she didn’t like to tackle. “‘What’s the problem?’ We don’t like that question. Everyone sees ‘opportunities.’ We’ve grown to dislike and distrust problems—we associate them with negativity. We have had three generations of leaders who say ‘don’t bring me your problems—bring me solutions,’” Beausoleil explains.

Having spent the last two decades working with digital agencies, technology companies and brands to ensure companies are well positioned for the future, the admitted “right/left brain thinker” has turned her attention to doctoral studies at UBC, researching the innovation process and teaching Design Strategies for Business Innovation through the d.studio at the Sauder School.

“We need a safe, neutral space for learning, a space to explore and identify the right problems. The solutions are the easy part—you will have more than enough. What you will discover is that you have to explore the many small problems that lie beneath the big messy ones— these are the ones you have to focus on,” she explains.

Beausoleil brings the strategic design process to industry by engaging partners in the classroom to work with students on real world business challenges and delivering workshops to executives in Vancouver and around the world.

Getting past “can’t” She says the framework developed by Sauder’s d.studio is particularly effective for creating both opportunities and clarity when the way forward is not obvious or when the system is simply stuck. Industry partners agree it’s a compelling and generative approach.

“Even though we’re a creative organization, we still needed help in thinking in different ways about what we were doing,” said Lucille Pacey, President and CEO of Arts Umbrella, a Vancouver-

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MARK MUSHET

Have you got the right problem?

Sauder PhD candidate Angèle Beausoleil mixes mediums both at work and play.

based not-for-profit arts education centre for children and youth ages two to 19. “We had to get past the ‘we can’t do this’ way of thinking and get to ‘what would it look like if we did this?’ approach.”

“We had to get past the ‘we can’t do this’ way of thinking and get to ‘what would it look like if we did this?’”

– LUCILLE PACEY PRESIDENT & CEO, ARTS UMBRELLA

Beausoleil conducted two workshops with key staff and board members. Arts Umbrella also worked with students over a semester to examine challenges from

marketing (program promotion; stakeholder needs and segmentation) to facilities (creating a more engaging lobby space).

The organization is now evaluating and implementing some of the ideas first presented by the students. Pacey also notices a difference in employee engagement for those who were part of the studio practice.

“I am seeing on an everyday basis and hearing comments from people that reinforce for me how useful and important a learning experience it was,” says Pacey.

“The penny has dropped for many of them, and I sense it could be a real turning point in the culture of the organization.”

Clients acknowledge that for newcomers to the process, strategic design can be quite abstract.

“It’s tough for some business people to see the impact of these creative approaches,” says Marisol Cruz Aguirre, who guides Strategic Management and Corporate Legal Affairs at TechBA Vancouver. “But once they dig deeper, there are lots of methodologies and tools that can ignite business development and product development.”

From a different angle TechBA Vancouver, formerly a business acceleration program of Mexico’s Secretary of Economy and the US-Mexico Foundation for Science, has now evolved into an integrated services office that assists in the international expansion of small- and medium-sized technology-based Mexican companies. They provide managerial and technological resources as well as facilitate access to dynamic global markets and highly entrepreneurial business ecosystems. With locations in eight cities around the world, including Vancouver, TechBA turned to Beausoleil to deliver d.studio workshops in Mexico for three digital media companies.

“They started to visualize their vision and goals in a very different way, considering every aspect of their team and different perspectives,” says Federico Goroztieta, CEO of TechBA Vancouver.

“The companies now feel they need to learn more,” he continues. “They are very interested in following up and having another session with the d.studio in order to cultivate and grow their skills. They are generating this new knowledge into something very practical for innovation. It is quite transforming.”

Interested in learning more about the d.studio? Visit dstudio.ubc.ca or contact studio@sauder.ubc.ca. ■

Taking d.studio to the people MORE THAN 40 BUDDING “DESIGN thinkers” gathered at the Vancouver office of Briteweb, a communications, branding and digital strategy agency, on June 25 to learn more about the strategic design process. Hosted in partnership with Sauder’s d.studio, the event was led by Briteweb’s strategist Marica Rizzo (BCom 2010) and creative director Samantha Langdorf, and included Sauder students and alumni, and other business and community members.

“The strategic design process allows me to be my strategic self and my creative ‘out of the box’ self. We need to nurture both sides of our brains,” says Rizzo. “We want to hire more people who think this way. It’s definitely an asset.”

In an interactive session, participants worked with partners to create a solution to a specific challenge—Design a Solution for your Partner to Adopt Solar Energy.

They conducted in-depth interviews with their partners, surveyed industry experts in the room, and did some rapid research by text messaging five friends. Following the ideation session, the Briteweb office was covered in Post-it notes with ideas ranging from overseas investment structures,

through coffee shop incentive programs for charging laptops using solar, to business models for basement suite dwellers to sell solar energy to their parents upstairs.

“I think that expanding my knowledge in business and strategic thinking will be a great benefit in my work,” says participant Katie Mah, a graduate of Emily Carr University of Art and Design who now works at Arc’teryx, an outerwear and apparel design and manufacturing company. “The greater the context you have on a problem, the lesser your chances of designing based on assumption, and the more attentive you’ll be to the users’ needs. Then, the rest of the process is art—creating something that is elegant, beautiful and enjoyable to use.”

Mike Cancilla, a biomedical engineer and co-founder of Arbutus Medical, sees the strategic design process as a way to foster his business and social innovation skills.

“I will continue to be aware that there are multiple ways to approach a problem, and stepping out of the ‘engineering’ box is a great way to inspire creativity. During the workshop I felt free to be creative and dream up things that I might have not done otherwise.” ■

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Mad wo/men Inventing inspiration: how seeds of creativity are planted and encouraged to grow BY

SUE BUGOS

The enduring creative genius of advertising slogans from the 1960s like Coke’s “It’s the Real Thing” and “The Best Part of Wakin’ Up Is Folgers in Your Cup” has become part of our common consciousness in large part thanks to the compelling characters of TV’s Mad Men set in that era. Today, as it was then, creativity is all important in the billion dollar advertising/ marketing industry, and a Sauder education has laid the foundation for many of the best and brightest in that profession. To learn more about creativity and how successful executives tap in to it, Viewpoints spoke with some Sauder alumni who are leaders in the field.

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RONNA CHISHOLM, BCOM 1989 (Finance, PMF), is the President and Cofounder of Dossier, a Vancouver-based design company specializing for more than two decades in brand and innovation services. Working with entrepreneurial minded corporate clients and startups, their brand creations number in the hundreds and include Mike’s Hard Lemonade, Naked Grape Wines, Coast Capital, Coca-Cola, Kraft Foods and several smaller food and beverage companies.

RICK HART, BCOM 1991 (MARKETING), is the Director of Brand & Marketing Communications at UBC. With more than 20 years experience in advertising/ marketing including six years as senior vice-president and director of strategy with MacLaren McCann Vancouver, Rick has worked on numerous strategic enterprises requiring innovation and imagination, including Hyundai, Labatt, Vancity and BC Children’s Hospital.

MIKE PARKER, BCOM 1994 (MARKETING), is the Global Chief Digital Officer of McCann WorldGroup, the world’s largest advertising and communications company.

Mike lives in the Silicon Valley in California, and works to bring together technology, innovation and creativity for the agency’s clients including Nestle, L’Oreal, Coke, MasterCard and Microsoft. Mike got his start in advertising at Palmer Jarvis DDB in Vancouver where he became President of Tribal DDB Canada and later for the US.

Who was your biggest creative influence and why?

MP: Early in my career at DDB, I had the chance to work with legendary creative leader Keith Reinhart, who was CEO of the agency and wrote the famous “two all beef patties…” song for McDonald’s. He was truly an inspiring creative leader. Keith has an amazing ability to connect with people on a very human level which, if we are going to make a difference with our work, is exactly what we need to remember every day.

RC: Milton Wong, a mentor in finance to me was surprisingly also one of my biggest creative influences. Milton was greatly influenced early in his career by Edward de Bono, the “father of lateral thinking.”

Milton saw things others did not see and thought radically differently than most in the finance industry. Early in my career, his belief in the importance of creativity in business was a huge influence and encouragement to me.

“ Creativity takes courage.”

Henri Matisse, artist

When you are facing a creative dilemma, where do you do your best thinking? How does this place inspire you?

RC: When I’m at the gym or after a workout; where I’m away from email, getting oxygen to the brain and breathing.

RH: When I’m walking. It doesn’t really matter where as just the process of moving helps me think.

MP: I’ve been fortunate to work at some agencies with very creative work environments, but I always do my best thinking outside of the office. These days I’m into road biking and do good thinking when I’m in the saddle. Our family cabin on the Sunshine Coast is also a place where I get inspired and do my “bigger picture” thinking.

“ You came here because we do this better than you, and part of that is letting our creatives be unproductive until they are.”

Mad Men’s Don Draper, on managing creative people

MIKE PARKER BCOM 1994

Where do your daydreams usually take you?

RH: Daydreams show what is possible.

In advertising and marketing generally, there are so many deadlines and so many details to track it can be hard to find the free time to think freely and in the abstract.

When you can let your mind wander, it can really do wonders. In fact, some of the most creative people I have worked with spend a good part of their day staring out the window.

What natural talent are you most proud of possessing?

RC: I’ve always easily embraced differences, and this is so critical for collaboration and the creative process.

RH: According to StrengthsFinder I am a strategic thinker and that fits with my career path to date.

MP: I work hard on being a good listener. In the business world, everyone is quick to talk, show their ideas, and try to score points, but real success in the communications business starts by listening—to what consumers want, to what our clients are trying to achieve.

Only then can you have something valuable to say.

“ Think left and think right and think low and think high. Oh, the thinks you can think up if only you try.”

Dr. Seuss, writer

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When you are at your creative best, what contributes to that inspired state?

RH: Two extremes—either in a group setting where I am helping to build ideas through collaboration or completely on my own with no noise or distractions.

MP: It’s when I am able to push away all of the day to day stresses or preoccupations of life and let my mind be free. I think you also need to remove the fear of failure and be willing to ask “what if?”

“ That’s the great secret of creativity.

You treat ideas like cats: you make them follow you.”

The television show Mad Men has had an impact on how people view creative industries lately and it seems like everyone watches the show.

Which character do you most identify with and why?

RC: I have to admit that I identify somewhat with both Lane and Joan; Joan particularly in how she has expressed at times feeling like the only responsible adult in the room.

Play is important in the creative process, as is the non-linear process. So this can produce tension in business—but it’s this tension inherent in operating at the intersection of creativity and commerce that is essential for innovation.

“ Creativity is allowing yourself to make mistakes. Art is knowing which ones to keep.”

Scott Adams, cartoonist

Ray Bradbury, writer

What tools for being creative did you learn at Sauder that you use now?

RH: Commercial creativity (vs. fine art) needs to be rooted in typical business constructs such as goals, objectives and strategies. The framework for strategic thinking was ingrained in me during my time at Sauder.

MP: Creativity is a team sport. In agency life you need to collaborate with copywriters, designers, strategists, technologists and producers to solve client challenges and get ideas made. At Sauder, I learned some good lessons on working in teams and on collaborative projects that have been truly helpful in my career.

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“I have no special talents. I am only passionately curious.”

Albert Einstein, physicist

RONNA CHISHOLM BCOM 1989

When you think of the most creative person you know, what three words would you use to describe him/her?

RH: Visionary. Driven. Obsessive.

MP: Interesting. Wise. Fearless. ■

Earning Interest BY

ALLAN JENKINS

Seven tools and apps to spark ideas Notability (note taking; Mac, iOS):

MindMeister (mind mapping; Android, iOS):

Take notes while synching the notes to audio recordings of the meeting. Notes can include text, drawings, imported documents and web pages, all time-stamped against the recording. Notes can be shared on the cloud and exported to various formats.

Lets you create mind maps to plan projects, manage meetings and sketch business plans.

MindMeister mind maps can be shared, collaboratively edited, and exported to Word, PowerPoint and PDF.

Brainsparker (brainstorming; iOS):

iMindMap (mind mapping; Windows, Mac, Android, iOS):

Brainsparker appeals to your right brain by letting you pick a card from a deck of 52 (more available with the paid version). Each card has a simple image or question (what does your heart say?) aimed at sparking new trains of thought. The app can be set to “spark” you at least once a day.

Created by Tony Buzan, the inventor of mind maps.

Lets users brainstorm, plan, organize and present mind maps. Pricey, but rich in features.

Idea Sketch (mind mapping; Windows, iOS, Windows Phone):

The Brainstormer (brainstorming; iOS):

A basic but easy-to-use app. Quickly convert concept maps, flow charts, or mind maps to outlines, or vice versa.

Another right-brain tool, addictively tactile, aimed at combining a plot, a subject and a setting or style, the Brainstormer tries to prompt the elusive moment of inspiration for writers, painters, or any kind of creative endeavour.

Brushes (drawing, painting; iOS): Reportedly used by David Hockney, Brushes gives you a basic paintbox of colours, brushes and layers, and also lets you record each brush stroke.

Designed exclusively for iOS; paintings can be seamlessly transferred between iPhone and iPad.

Five most creative Canadian cities Richard Florida is an author, professor and urban studies specialist who believes cities require a “creative class” to reach their full potential. According to Florida, the Canadian “creative class” numbers more than five million people, or about 30% of the workforce. However, the creative class is unevenly distributed: here is Florida’s ranking of Canada’s most creative cities according to his Creativity Index Score.

1

Ottawa-Gatineau (87 points)

4

Montréal (82 points)

T2

Vancouver and Victoria (83 points)

5

Québec City (81 points) VIEWPOINTS FALL 2014

33

Nine books on creativity

Eight top toys

As recommended by Sauder faculty Paul Cubbon, Darren Dahl and Moura Quayle, sorted by publication date

Just in time for Christmas last year, one sales and marketing blog, Blitz Lead Manager, listed the top-selling toys of all time.

Not surprisingly, most involve creative play, which we now know to be an essential activity for grownups of all ages.

1 Barbie While sales of Barbie dolls have declined in recent years, with more than one billion dolls living their make-believe lives, worldwide, this 50-year-old popular culture icon has been a leader in creative play.

The Act of Creation

by Arthur Koestler (1964) Koestler believes we are our most creative when we suspend rational thought.

The Ten Faces of Innovation

by Tom Kelley (2005) IDEO’s strategies for defeating the devil’s advocate and driving creativity throughout your organization. (See page 20 in this issue of Viewpoints for brainstorming tips from IDEO.) The Creative Habit: Learn it and use it for life

by Twyla Tharp (2005) Lessons from the celebrated dancer/choreographer on how to infuse creativity in your day-to-day life.

The Opposable Mind: Winning through integrative thinking

by Roger Martin (2009) Don’t blindly follow the advice of successful leaders. Instead, try to understand how they think.

Design Driven Innovation: Changing the rules of competition by radically innovating what things mean

by Roberto Verganti (2009) How to create innovations that customers do not expect, but that they eventually love.

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FALL 2014 VIEWPOINTS

2 The yo-yo Designing for Growth: A design thinking tool kit for managers

by Jeanne Liedtka and Tim Ogilvie (2011) A guide to understanding the ability to turn abstract ideas into practical applications for maximal business growth.

Where Good Ideas Come From

by Steven Johnson (2011) Ordinary things—the pencil, flushing toilets, the battery— seem perfectly obvious. But what brilliant thought sparked their invention?

101 Design Methods: A Structured approach for driving Innovation in your organization

by Vijay Kumar (2012) The practice of creating new products, services and customer experiences as a science, rather than an art.

Everything is Obvious: How common sense fails us

by Duncan J. Watts (2012) Creativity needs to be properly framed to be useful.

While the concept of the yo-yo dates back 2,500 years, in the US, their commercial popularity began after the Yo-Yo Manufacturing Company in Santa Barbara, California, began producing millions of yo-yos a year. “Walk the dog,” anyone?

3 Easy-Bake Oven There is no mid-life crisis in sight for this get-creative-in-thekitchen toy. Launched a half century ago, a reported 30 million Easy-Bake Ovens have been sold.

4 Radio Flyer While a wagon might be more about careening than creativity, one need only picture the decked out, modified wagons of one’s childhood to know they are both. And hey, 100 million wagons on gravel hills everywhere can’t be wrong.

5 Transformers A worthy leftover from the 1980s? With more than $2 billion in profits from just three live-action films alone, not to mention the immensely popular toy line, Transformers are the most current entry on this list.

6 G.I. Joe With somewhere around 10 million a year sold, this male military action figure featured 21 moving parts when it was first launched in 1964 as foot-high soldier. Reduced to half its size in the 1980s, the product has held its own in creative doll play.

7 Hot Wheels These classic die-cast toys from Mattel were introduced in 1968, 4 billion cars, 11,000 variations and more than 800 models ago.

Apparently, the average child between the ages of five and 15 owns about 41 cars. Racetracks not included.

8 LEGO “Everything is awesome,” must be how the LEGO folks feel this year, with The LEGO Movie grossing $468 million at box offices worldwide; surely evidence of the staying power of the endlessly interlocking brick toy. Named for the Danish phrase “leg godt” (“play well”), LEGO has produced more than 400 billion blocks and almost as many structures. According to TIME Magazine, just six blocks can be combined in 102,981,500 ways.

A home for UBC graduates

The Robert H. Lee Alumni Centre A NEW $18.5-MILLION ALUMNI CENTRE WILL OPEN AT THE

with students, and participate in intellectual, cultural and social

University of British Columbia in spring 2015 named in honour

programs.

of Robert H. Lee, a prominent member of the Sauder School of

“My experiences as a commerce student laid the foundation

Business community whose leadership and support led to the

for my career. I feel privileged to have been able to give back to

naming of the Robert H. Lee Graduate School.

my university,” says Lee, who is the Founder & Chairman of The

Located at the centre of UBC’s Vancouver campus, the naming

Prospero Group, a leading Canadian real estate company. “My

of the Robert H. Lee Alumni Centre honours the many contributions

family and I are deeply grateful for this honour. I hope that other

the BC business leader and philanthropist has made to the life

alumni and friends will understand the importance of UBC to

of the university. The centre will serve as a resource for UBC’s

future generations, and will find ways to support this university

300,000 alumni, providing a welcoming place to network, meet

and its students.”

VIEWPOINTS FALL 2014

35

DONOR NEWS The building will include a centre for innovation, a large celebration venue,

campaign in Canadian history.

He joined the UBC Board of Governors

“I can’t think of a more appropriate and

in 1984 and served as chancellor from 1993

classrooms, social spaces and high-tech

deserving person to honour in this way

to 1996. He founded UBC Properties Trust

meeting rooms, plus a café and library.

than Bob Lee,” said Judy Rogers, Member

in 1988, served as chairman until 2011 and

at Large, Board of Directors, alumni UBC.

is now chairman emeritus. He was chair of

become the heart of campus,” said immediate

“The depth and duration of his involvement

the UBC Foundation and a member of the

past UBC President Stephen Toope at the

in the affairs of his university—and that of

Leadership Committee for UBC’s World

time of the announcement. “When we first

his family—are remarkable to say the least.

of Opportunity campaign. He received an

imagined its creation, Bob was the obvious

The results of his efforts will be evident for

honorary degree from UBC in 1996 and was

person to name it after. He brings people

the generations of alumni to come.”

appointed honorary chair of the current

“The Robert H. Lee Alumni Centre will

together, and we thought that was the perfect

start an evolution campaign. He was also ABOUT ROBERT H. LEE, CM, OBC,

instrumental in creating the Robert. H. Lee

BCOM 1956, LLD 1996

Graduate School at the Sauder School of

of Governors and as Chancellor of

Born and raised in Vancouver, Robert

Business in 2006.

the University. One of his greatest

Lee graduated from UBC in 1956 with a

contributions was envisioning and

Bachelor of Commerce degree. He also met

Derek, BCom 1982; Leslie, BCom 1984;

establishing the UBC Properties Trust of

his wife Lily (BSN 1956) at UBC. He co-

and Graham, BCom 1987) and his son-and

which he served as chairman for more

founded Wall Financial Corp. in 1966 before

daughters-in-law all graduated from UBC.

than 20 years. The Trust was among the

setting off on his own to found the Prospero

There are nine alumni in his immediate

first in Canada to build market housing

Group in 1979, where he now serves as

family, and three of his grandchildren are

on university land to fund its endowment,

chairman. He has built a strong real estate

currently enrolled at UBC.

which supports teaching, research and

presence in western Canada and the US,

community engagement. UBC Properties

including extensive real estate holdings in

ABOUT THE ROBERT H. LEE

Trust has added more than $850 million in

the Lower Mainland.

ALUMNI CENTRE

symbol for the alumni centre.”

Lee has served on the UBC Board

value to the university endowment.

The Robert H. Lee Alumni Centre is a

Lee’s four children (Carol, BCom 1981;

Lee has not only left a mark on his home

Construction of the 3,870 square-metre

city of Vancouver through a remarkable

facility is underway at the corner of

collaboration between UBC and alumni

career in real estate, but he has also set the

University Blvd. and East Mall, next to the

UBC. It is a priority project for UBC’s start

bar for community involvement through his

new Student Union Building. The architects

an evolution campaign, the most ambitious

tireless commitment to numerous boards

are Hughes Condon Marler Architects

fundraising and alumni engagement

and foundations.

(Vancouver) and Kuwabara Payne McKenna Blumberg (Toronto).

Family Legacy Series

The Centre will feature: • A new centre for innovation that will be the home for entrepreneurship@UBC

Sauder’s Business Families Centre will honour the Robert H. Lee

• Two multi-purpose classrooms

family of Vancouver at its Family Legacy Series gala event on

designed for academic and intellectual

February 26, 2015 at the Hotel Vancouver. Philanthropist and

programming for alumni

real estate developer Robert H. Lee is recognized as a significant

• High-tech boardrooms for the UBC Board

the genesis of his philanthropic values and how they have been passed to the next generation. Contact Mischa.Ragona@sauder. ubc.ca for sponsorship opportunities.

The Family Legacy Series has been running for 12 years and is now a signature event in the Vancouver business community. Last year, the Family Legacy Series honoured the remarkable success story of the Graham Family, founders and owners of Graymont Ltd., the second largest producer of chemical lime in North America. ■

MARTIN DEE

contributor to the local community, and the event will explore

of Governors and the Alumni Association Board of Directors • A 300-person celebration space for alumni and community events • Interactive storytelling elements will show the global impact of UBC alumni and donors • A café and library on the main floor for informal networking ■

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FALL 2014 VIEWPOINTS

Sauder Alumni Global Network Gain insight into fellow members of the alumni community

Cole Nakatani Degree and Grad Year: BCom 2011, Marketing and Sustainability Current home city: Vancouver, BC. Sauder volunteer role: JDC West Coach Professional ID: Entrepreneur, Ideahack Creative Business motto or philosophy: Know thyself and lead by example.

somewhat natural at the time, despite the leap into the unknown.

In business today, it’s important to…

Build your resilience and increase your capacity to adapt to change. This requires a growth mindset where you take full responsibility for your success or failure and follow through on the belief that hard work is the foundation for moving forward.

Greatest achievement to date: Every time I hear a student or mentee has an “aha” moment due to my direct support or guidance, especially when I see them take action on those insights.

Most valuable thing learned since graduation: Mindfulness and neurobiology. This combo has been a total game changer as it enables me to effectively manage my energy levels throughout my day and ensures that I can consistently perform at my best.

Eureka moment: This past year I was asked by a close mentor, “What do you do for joy?” I was stumped by that question because I didn’t have an answer. I was always working on something. Now I make time for joy as often as I can.

Biggest risk you’ve ever taken: Starting my own business after graduation rather than taking a job. I have always had an appetite for risk so the decision seemed

Want to be profiled in our Sauder Alumni Global Network feature?

Contact us at alumni@sauder.ubc.ca and we’ll be in touch.

Alter ego: Yoda. A few friends have called me an “old soul.” I think it comes from my appreciation for deep thought and wisdom.

Greatest extravagance: My breakfast smoothie. I buy the best ingredients I can find, and it’s worth every penny.

Person you admire most and why (living or historical figure): The late Daniel Inouye, US Senator, Medal of Honor recipient. Daniel was a part of the 442nd US Infantry in WWII comprised mostly of Japanese American citizens.

While they fought, their families were in American internment camps. The 442nd US infantry was the most decorated unit in US military history. I’m continuously inspired by Daniel’s story as he acted with unimaginable courage and bravery despite all odds.

Trait you admire most in others: I’m going to share two as they are connected like time and space: integrity and authenticity. And a bonus—deep compassion for self and others.

Talent you would most like to have: Being able to run extremely long distances.

I was given the gift of flat feet.

Last book you couldn’t put down: Predictably Irrational by Dan Ariely.

Most listened to: I love electronic dance music. Bonn Smith is my favourite local artist.

Gadget of choice: My meditation mat and my phone.

Your best-kept secret (what most people don’t know about you): I can consistently solve a Rubik’s Cube in less than two minutes.

Favourite journey: I completed a Vipassana 10-day silent meditation. It was one of the most challenging journeys that I have ever experienced and by far the most fulfilling.

Where will you be in 10 years?

I will be building a business that solves a problem I deeply care about with an amazing team of purpose-driven people. I will be facilitating learning experiences that empower participants to transform their own mindsets from fixed to growth.

THE SAUDER ALUMNI GLOBAL NETWORK DIRECTORY: Exclusively yours! Login, update and publish your profile to link with some of the world's best in business. www.sauderalumni.ca

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CLASS NOTES

Dear alumni, From Vancouver to Hong Kong and from London to Karachi, the Sauder community includes more than 36,000 alumni in 77 countries. Our alumni hold a piece of the school’s history as well as its future.

So tell us your story, and share your news. We want to hear from you! Whether you just got the job of your dreams or are still finding your way, took a trip around the world or have been enjoying the comforts of home, got married or became a parent— fill us in on your family and career, accomplishments and interests. We want to hear from you, and see your photos.

We’ll print your news in the Class Notes section of Viewpoints Magazine, which is consistently ranked as one of the most popular segments of our publication. Through the Class Notes, you can share your story with your fellow alumni and current students, reconnect with old classmates, and stay connected as a vital part of the Sauder community.

We’re looking forward to hearing from you!

Viewpoints Magazine

1950s

Helen Keys, BCom 1956 It is hard to believe 58 years have passed since our graduation, though I have been retired for the past 26 of those years. I retired as a Canadian Trade Commissioner (employed by the Dept. of Foreign Affairs) following many years in public service with various Ottawa departments.

My varied career frequently took me abroad to diverse locations to undertake interesting and varied assignments. For 38

FALL 2014 VIEWPOINTS

example—representing Canada at meetings of the World Bank, other development banks, the International Monetary Fund, OECD in Seoul, Manila, Kyoto or Paris; six weeks in La Paz, Bolivia pursuing contracts for Canadian companies to provide upgrading of several airports and provision of aircraft; evaluating NGO literacy and health care projects in small rural villages in India, Sri Lanka and Pakistan; accompanying Federal Minsters on diplomatic visits to Beijing, Rome, Tokyo.

My career included, in reverse order: Director, Asia Business Development Program. Asia-Pacific Foundation (secondment); Director, China Trade, Alberta Trade Department (secondment); Commercial Counsellor, Canadian Embassy, Beijing; Director, Review and Development of a new Fishing Industry Policy and Program (including regulations), Government of New Zealand; Director, Review and Development of New Customs Import & Export Operations, Government of New Zealand (on Executive Interchange); Officer, Asian Projects, Office of Overseas Projects, Dept. of Industry,

Trade and Commerce, Ottawa; Director, Multilateral Projects and Programs, Aid and Development Division, Economic Bureau, Dept. of Foreign Affairs, Ottawa; Officer, Asia, International Programs, Dept. of Finance, Ottawa; Officer, NGO Multilateral Programs, Canadian International Development Agency, Ottawa; Analyst & Reporter, computer-produced statistics, Sask. Govt. Insurance Office, Regina; Economist, Dept. of Public Health, Govt. of Saskatchewan, Regina; Analyst and Adviser, industrial stocks and bonds, Gairdner & Company Investment Brokers, Toronto.

More personal activities include: Marriage (1956) to James MacNicol (UBC BCom 1955, Western MBA 1956), two sons and daughters—daughter and son twins in 1958, a daughter in 1959 and a son in 1960.

Marriage (1980) to Gordon Keys (BASc 1950 U of Toronto, MASc 1952 U of Toronto).

Retired in 1988 and moved to Salt Spring Island, BC. Finally, for health reasons, moved to Sidney, BC (on Vancouver Island) in 2010.

1970s

Bertrand Dusausoy, MBA 1971 Still remember Opening day in 1970, with Greenpeace Festival.

association of professors of international business. Previously, I served as president of the Academy of Management, the largest association of professors of management from around the world.

Lyall Knott, BCom 1971 In April 2014, I was appointed a Member of the Advisory Board to the Canada Institute of The Woodrow Wilson International Center for Scholars. The Institute was founded in 2001 to increase awareness and knowledge about Canada and Canada-US relations among US policy makers and opinion leaders. The Institute is dedicated exclusively to exploring emerging policy issues between Canada and the US. The Wilson Center was chartered by Congress as the official memorial to President Woodrow Wilson.

I am a senior partner of Clark Wilson LLP and the Honorary Captain of the Canadian Fleet Pacific, Royal Canadian Navy. I served as a Canadian Commissioner on the International Joint Commission from 2009 to 2013.

John Clark, BCom 1979 I am pleased to announce that I am celebrating 20 years as President of Pacific Spirit Investment Management Inc., Vancouver’s premier wealth management firm. Along with the Pacific Spirit team, I help our high net worth client families achieve their financial goals through comprehensive planning and portfolio management.

1980s

software engineer for their core offering.

Alternatively, welcoming Maurice, Angie and Winston—a pack of corgis to the family.

Anne Wicks , BCom 1978, MSc (Business Administration) 1982 I am now a spiritual director and retreat leader. I have also co-facilitated pilgrimages with high school students in both New York and Mexico.

I have served in ministry leadership at St. Joseph the Worker Parish in Richmond for the past 25 years and am currently on staff, serving as the director of ministry with senior adults.

I am a life-long learner and my current focus of study, with St. Francis Xavier University, is the integration of new cosmology with Christian theology and spirituality.

I have been married to Mike (BA 1965) for 38 years, and we have two adult children and one granddaughter. Our son David graduated from UBC in 2008.

My interests include reading, cooking, contemplative photography, health & fitness, embodied prayer and spending relaxing summers at Kootenay Lake.

SHARE YOUR NEWS

Rosalie Tung, MBA 1974, PhD 1977 I am the President-elect of the Academy of International Business, the largest

Ken Lassesen, MSc (Business Administration) 1981 Joining Avalara.com, a world leader in sales tax calculation, as the principal

Class Notes are easier than ever to submit. Simply fill out the online form at www.sauder.ubc. ca/alumni/classnotes

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CLASS NOTES

1990s

Margaret Buttner, BCom 1983 In August I joined the Vancouver Public Library Foundation as associate director of development. I am very excited about this opportunity to combine my love of books with my professional career.

Lindsay Ryerson, MBA 1985 I am now working in downtown Vancouver as President and CEO of Contigo Systems, a location-based information service provider. I welcome hearing from any of my classmates.

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FALL 2014 VIEWPOINTS

from her French immersion elementary school with the highest academic award and as co-valedictorian.

Looking forward to many more years as an independent information risk consultant and being able to contribute more volunteer time to my profession and to my community!

Anjili Bahadoorsingh, BCom 1990 After 15 years at the national law firm of Heenan Blaikie LLP, I joined Terra Law Corporation in 2013, a new commercial real estate law firm in Vancouver, to continue my practice in banking, real estate and corporate/commercial law.

Edward Pereira, BCom 1990 After starting up and leading the information security and audit departments at Intrawest and then Lululemon, it was time to change things up, leverage those eight years of frontline experience in cyber and information security, and venture out to start up my own information security and risk practice. And that I did in the fall of 2013! Year one has exceeded expectations on so many fronts, and am very much reveling in the change!

I also finished my one-year term as President at ISACA Vancouver and enjoyed being one of the founders of BC’s first public information security and privacy awareness campaign back on February 6, 2014. Looking forward to contributing to an even bigger and better event this coming February.

I am also enjoying coaching my son’s U11 select soccer team at Cliff Avenue United Football Club, and being part of that club as age coordinator, and as board member.

Recently, my wife and I were very proud to learn that our daughter would graduate

David Power, BCom 1990 I work in the Corporate Treasury at RBC and this year I was pleased that my funding and capital team was able to design and launch the new forms of preferred shares this past January, and subordinated debt in July. These newly designed instruments now comply with Basel III and have set the precedent for all bank hybrid capital issuance in Canada under the Basel III regime.

SHARE YOUR NEWS Class Notes are easier than ever to submit. Simply fill out the online form at www.sauder.ubc. ca/alumni/classnotes

personal and professional procurement more accessible.

Stephen Chun Pong Kwok, MBA 1993 I was recently awarded the medal of honour by the chief executive of the Hong Kong Special Administrative Region, as published in the Government Gazette on July 1, 2014, in recognition of my contribution to the promotion of sustainable development of small and medium enterprises in Hong Kong. I have also been the President of the Hong Kong Small and Medium Enterprises Association since July 2010 and have been active in advising the government on policies and legislation that affect the small and medium business community in Hong Kong.

Alexa Loo Goosen, BCom 1994 Four years after competing in the 2010 Winter Olympics here in Vancouver in the parallel giant slalom snowboard event, I have hung up the snowboard. My husband and I are the proud parents of two boys: Louie 2 1/2 and Sacha 1. I am loving being a mom and I am loving my new business— Alexa Loo Coaching: Providing Gold Medal Coaching in Business and Sport. I am excited to have found a way to combine my Chartered Professional Accountant (CPA, CA) designation with the mental high performance aspect of Olympic competition.

a music theory specialist for accelerated RCM courses, I’m also pursuing my hobby of photography and now I’m just two courses away from receiving my certification! Photography has always been my passion, but it became a mission to accelerate my skills after my first daughter was born. Here’s a photo of Alicia (now 5) and Clarissa (2) from last October in their ladybug and bumblebee costumes. Have a happy autumn and take lots of photos too! Keep in touch: mommymusicteacher@ gmail.com Anne Lavack, PhD 1997 I have been appointed as Acting Associate Dean in the School of Business and Economics at Thompson Rivers University in Kamloops.

2000s

Joyti Bharaj, BCom 2001 Western Canada Microsoft business productivity specialist.

Connie Linder, BA 1989, MBA 1993 This past year my team and I have successfully relaunched our search directory, greenpagesdirectory.net, which is the leading source for sustainable purchasing and healthier living. Our goal is to help make decision-making for healthier

Tiffany Lee, BCom 1996 Time flies when you’re having fun and when you’re a mom to two energetic and playful little girls. Aside from my work as

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CLASS NOTES the Board of the North Vancouver Chamber of Commerce (and the newly-appointed chair of the membership committee), and a Trustee of the York House School Foundation. On the personal side, my husband and I still live in Vancouver and we continue to travel as much as possible!

I enjoy staying in touch and (re)connecting with my friends/former classmates from UBC. Please contact me if you would like to reconnect!

accounting clerk. The organization operates a hospital ship called the M/V Africa Mercy that travels to different countries on the west coast of Africa. We provide medical aid to those in need of treatment for everything from cataract surgeries to repair of cleft lips and palates. I met the ship in the Canary Islands and was onboard for the voyage to Cotonou, Benin, where we will be docked in port for the duration of my volunteer term. I expect it will be an incredible journey!

Mark Nowostawski, BCom 2005 It’s been a turbulent year. My detour into air traffic controller training that started at the end of 2012 ended in June, so it’s back into the accounting world with renewed vigour.

Our two boys keep my wife and I motivated and not taking the downs that life throws at us too seriously.

Karmen Blackwood, DULE 1997, MBA 2006 I moved from my previous role as a director at the BC Council for International Education to become Director of Continuing Studies & Executive Education at Capilano University in March 2013. I have rebranded Continuing Education to Continuing Studies and launched Executive Education at Capilano University. We offer a range of programming for learners of all ages though Continuing Studies and open enrolment with custom programs in all areas of business, management and leadership through Executive Education. I am also a director on 42

FALL 2014 VIEWPOINTS

Sally Kann, BCom 2007 The last two years have been professionally and personally enriching for me. Last year, I moved to Montreal to begin my career in consulting and to work with a top-notch team at Mercer. I attained the Certified Compensation Professional (CCP) designation. I’ve travelled to China, the UK, France, Spain, Israel, Jordan and South Korea. Under the protection of the United Nations Command, I visited the Demilitarized Zone between North and South Koreas and spent part of a day in North Korea. None of this would have been possible without many prayers throughout.

I’m grateful for the many occasions to experience the Bible verse “... all things work together for good to those who love God, to those who are called according to His purpose.”

(Romans 8:28) Ashley Palmer, BCom 2007 I’m taking a one-year sabbatical from my position as an audit manager with Ernst & Young, and am embarking on the opportunity of a lifetime! At the beginning of August I started a 10-month term volunteering with Mercy Ships as an

Matt Corker, BCom 2008 In June 2014 I held a launch party to celebrate the release of my first book: Getting Over the Rainbow. After two years of writing, editing and hustling, I was able to create this collection of thoughts, situations and perspectives that have allowed me to move from a place of feeling alone and abnormal to feeling loved and connected. It introduces concepts like choice, responsibility and forgiveness within the contexts of friendship, family and dating for gay men. It was a labour of love and I am so excited to finally be able to share this with the world.

SHARE YOUR NEWS Class Notes are easier than ever to submit. Simply fill out the online form at www.sauder.ubc. ca/alumni/classnotes

Warren Tardif, BCom 2008 2014 has had a lot of travel so far. I went to visit my family in Spain and took a week to venture into Morocco. When I got back I was invited to give another conference in the Caribbean. Now that I’m settled back in LA I’m trying my best to juggle two jobs for two different startups. I only hope the year ends as good at it started.

Peter Jones, MM 2009 I got laid off in January after passing the UFE. I recently got a contract with EY in their tax department. Through this contract I was able to land a full-time job in tax at EY starting in September. While waiting for this to start, my wife and I went to Hong Kong, Thailand and Vietnam for a month. What an excellent trip that was.

Sean Toth, BCom 2009 This August I joined the legal department at Palo Alto Networks, Inc. as corporate counsel. I reside in San Jose, California and enjoy surfing and biking.

2010s

Boris Remes, BCom 2010 It was a particularly exciting year! On May 1st I married Yuliya, the woman of my life.

Shortly after we bungee jumped in Whistler with the entire family and threw The Great Gatsby Party for friends on the weekend.

Career wise, everything is excellent. I am working as an Assistant Director of Admissions at a leading international boarding school in Vancouver.

Parveen Shergill, BCom 2010 After graduating from business school I moved on to pursue my goal of going to law school. In May 2013 I graduated from UBC Law. I’m currently clerking with the Saskatchewan Court of Queen’s Bench in Regina for one year. After my clerkship I will move back to BC to join a private law firm.

Most importantly, I married the love of my life on June 14, 2013. We had a traditional Sikh wedding ceremony with a full week of festivities! We felt blessed to be surrounded by our family and friends on the most important day of our lives. We spent our honeymoon in Europe, travelling through Italy, France and Monaco. Feeling blessed and looking forward to what lies ahead.

Esteban Dominguez Londono, BCom 2011 I went to the Brazil 2014 World Cup and attended two Colombia games, one against Japan and one against Uruguay. We won both. An unforgettable experience!!!

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CLASS NOTES

Terri Jonuk, EMBA 2011 I started in a new and exciting position as regional manager, staffing services for Northern Health in June 2014. I have been with Northern Health since 2006.

I hold an Executive MBA in Health Care Management through UBC and am passionate for innovative approaches to perform assessments and improve business processes.

My previous positions include interim manager, NI Staffing Services; manager, project and business systems within Workplace Health and Safety; and business analyst and Northern Health lead for patient-focused funding within financial planning and budgeting.

Nikita Arora, BCom 2014 Graduated from Sauder in May 2014 with a BCom in Finance and then moved to Toronto to work as an analyst on the trading floor of BMO Capital Markets. I spent the vacation (after exams and before starting work) travelling in London and India where I went rafting in the Ganges, bungee jumping and travelling in the mountains.

Chris Neels, BCom 2014 In September I will be starting my career at Deloitte Consulting in Toronto as a business technology analyst. Over the summer I had the opportunity to attend SAP’s global conference in Orlando as winner of their capital markets product design competition. I have also gone backpacking through Eastern Asia.

Contact us Is your information missing or incorrect?

Just let us know by emailing alumni@sauder.ubc.ca a

Become a Sauder School of Business alumni contact

Bijan Ahmadian, MBA 2012 I started my own legal firm, Bijan Legal Services, practicing in real estate and corporate law, and have grown my client base substantially since I moved downtown.

It’s been a great journey!

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Stefano Faedo, DULE 2014 I graduated from the DULE program at UBC in May 2014. Before graduating I was able to secure a job in the real estate development industry. I’m proud to say I work at one of BC’s largest real estate development companies, Solterra Development, as a development coordinator. I find my position very demanding but satisfying!

Be a contact for the Sauder School of Business and fellow alumni in your city, country or region.

Help counsel prospective students, advise new graduates, welcome summer interns and arrange alumni events.

To volunteer, contact us today!

We can be reached at: Tel: 604-822-6801 Fax: 604-822-0592 e-mail: alumni@sauder.ubc.ca We always appreciate your feedback on events and programs in support of alumni activities.

IN MEMORIAM

Dean Emeritus Peter A. Lusztig The Sauder School of Business is sad to announce that Dean Emeritus Peter A. Lusztig died on January 26, 2014.

Peter Lusztig was an outstanding professor, mentor and friend whose life inspired and influenced many of his colleagues and students as well as members of the business community.

Born in Budapest in 1930, Peter moved at a young age to Asia, where his father practiced medicine in Shanghai and Hong Kong. He came to Vancouver in 1948 to attend UBC, graduating with a Bachelor of Commerce specializing in public administration in 1954. Outside of class, he was an active student as a member of the Thunderbird swim team and the Alma Mater Society (AMS). After completing an MBA at the University of Western Ontario in 1955, Peter began his career in finance at the BC Electric Company (BC Hydro). However, it wasn’t long before he returned to his alma mater.

In 1957, Peter joined the Finance Division at the UBC Faculty of Commerce (now Sauder School).

Recruited by Professor Leslie Wong, he taught for several years before pursuing a doctorate in finance at Stanford University. Once he completed his PhD, Peter returned to UBC as a professor and, in 1968, was asked to chair the Finance Division.

Nine years later, in 1977, he was named dean of the Faculty of Commerce, a position he held until 1991. Peter continued teaching in the Finance Division until his retirement in 1995.

During his tenure, Peter helped transform the Faculty of Commerce into one of the top business schools in the country. As dean, he was instrumental in creating the Portfolio

Management Foundation program, which provides undergraduate students with real capital markets experience; he assisted Shanghai Jiao Tong University in launching business courses alongside their engineering curriculum; he helped raise funds for MBA scholarships to attract more women; he established the tradition of named professorships and chairs at UBC, and made fundraising to cover salaries and research support a priority—helping attract more research-oriented faculty; and he worked to develop an internationally recognized PhD program. Under Peter’s leadership, UBC joined the ranks of the top research business schools in the world.

Among Peter’s many accomplishments is the establishment of Canada’s first business school advisory council, a key component in building bridges between the academic and professional communities. Peter felt strongly that faculty members should contribute to their communities and he practiced what he preached. In the process, Peter made many friends

in the business community and sat on numerous corporate and government boards. His vision and engagement had a powerful impact on many.

Following Peter’s passing in January 2014, many of his friends and colleagues sought a way to pay tribute to his leadership. In recognition of Peter’s passion for financial education as well as his tireless work to establish a world-class PhD program at the Sauder School of Business, the school has created a fund to support doctoral students in finance to celebrate and honour Peter’s legacy. The Peter Lusztig PhD Program in Finance will ensure that Peter’s pioneering hard work lives on through the efforts of UBC’s finance PhD students, our future academic leaders. ■

VIEWPOINTS FALL 2014

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Reunions BCom 1984

AVRIL ESPINOSA-MALPICA

The BCom class of 1984 celebrated its 30-year reunion on May 23, 2014 at the Big 4 Conference Centre. Seventy alumni gathered to rekindle their friendships over drinks and snacks, followed by a tour of the renovated Henry Angus Building. The event was organized by the class reunion committee: Kelly Bourne, Wendy Christie, Colleen Patrick, Yvonne Au Yeung, Andy Shaw, Gina Holiday Jones, Leslie Lee and Linda Kern.

MBA 1984

RAISSA CHEU

The UBC MBA Class of 1984 gathered for its 30-year anniversary on May 24, 2014 at the Sauder School of Business and enjoyed a tour of Henry Angus Building. A small group of alumni met again on Sunday, May 25, 2014 to conquer the Grouse Grind. Special thanks to Sylvie Lefebvre, Janice Tye and Kathy Sainas for organizing the events.

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BCom 1994

AVRIL ESPINOSA-MALPICA

On July 5, 2014, alumni ew in from the United Kingdom, United States and Australia to join those in Vancouver to celebrate their 20-year reunion. They gathered at the Big 4 Conference Centre for a lively celebration and ended the day with a tour of the renovated Henry Angus Building. Special thanks to Jason Mabee and Ali Pejman for organizing the event.

Upcoming reunion BCom 1965 The BCom class of 1965 is planning a 50-year reunion and would like to invite all BCom 1965 alumni to join the celebration on Friday, October 2, 2015 at the Royal Vancouver Yacht Club. The official invitations will be sent in the spring of 2015; in the meantime, please save the date. Robert Helsley, Dean, Sauder School of Business and Grosvenor Professor of Cities, Business Economics and Public Policy will be in attendance. Reunion committee: Byron Hender, Bill Earle, Robin Elliott, Jim Evans, Dave Norton and Roy Rauser.

VIEWPOINTS FALL 2014

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POINTS OF VIEW

Creativity, n: the use of imagination or original ideas

“We can’t solve problems by using the same kind of thinking we used when we created them,” said Albert Einstein, perfectly describing my own sense of the creative process.

WHILE WE TEND TO THINK OF creative work as that which involves artistic expression or play—common outlets such as painting, music, dance or cooking—I believe that if you have the opportunity to think, you have the opportunity to be creative.

Alumni tell me all the time that what they are called upon to do, more than anything else, is to problem-solve. This facet of intellectual creativity shows up in everyday business and innovation; seeing problems and opportunities before others, and finding solutions no one else does, is only part of it. The heart of good strategy—the ability to envision a destination and map out how to get there—requires creativity.

For myself, organizational design— what feels like (but shouldn’t) the luxury to map out a long-term vision for our work in Development and Alumni Engagement—gives me as much creative satisfaction as the joy I get from painting or plunking away at my beginner piano lessons.

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There is some notion that creativity is a new management concept; I have a different view. Creative thinking is what drives social evolution and innovation in our society. What sector has not benefited from creative thinking? Reflect upon indoor plumbing, refrigeration, the automobile, the telephone, the computer, technical fabrics, vaccinations, children’s toys, bicycles, theatre, film; the list is virtually endless. Our ability to create has always been with us and always will be.

At the core of the Sauder School of Business is creativity; creating new ideas through research, cultivating graduates who can solve problems, and pushing innovations in pedagogy. This has been a long tradition at the school.

The late Peter Lusztig is a former and well-loved dean, whose creative thinking literally helped form the Sauder School of Business as we know it today.

Professor Lusztig pioneered the launch of initiatives such as the Portfolio Management Foundation program, and a PhD program that put UBC on the map

as a top research business school in the world. He also personally connected with students to help them think about their future to create their life paths. I have met many alumni who speak about the impact Peter had on their lives. Sadly, Peter passed away earlier this year, but as a testament to the impact of his different-minded thinking, his friends and colleagues are commemorating him with the establishment of a fund to support doctoral students in finance.

We should all take the lead of Prof.

Lusztig; use our creative energies to do good, improve the world around us, and impact the lives of others.

As always, if you have questions or comments on this issue of Viewpoints, or on anything related to you as a valued alumna or alumnus, please don’t hesitate to contact me. ■ Sheila Biggers ASSOCIATE DEAN, DEVELOPMENT AND ALUMNI ENGAGEMENT

604.822.0192 sheila.biggers@sauder.ubc.ca

Save the Date THE FAMILY LEGACY SERIES 2015

THURSDAY, FEBRUARY 26, 2015 | HOTEL VANCOUVER

CELEBRATING THE

Robert H. Lee Family JOIN US FOR AN EVENING OF FINE DINING AND INSIGHTFUL CONVERSATION

FOR SPONSORSHIP & INQUIRIES CONTACT: Mischa.Ragona@sauder.ubc.ca, 604.827.4604 Limited individual tickets released November 15, 2014 at www.sauder.ubc.ca/bfc

THE CREATIVITY ISSUE

PM 40063721

FALL 2014 • VOLUME 34 • NO 2

A MAGAZINE FOR ALUMNI AND FRIENDS OF THE SAUDER SCHOOL OF BUSINESS AT UBC