Douglas T. Breeden - Duke University's Fuqua School of Business

More documents

Recommendations

Info

22 exchange Highlights of Douglas T. Breeden’s Deanship (2001–2007) faculty increased from 79 to 96 with improved teaching/research depth number of distinguished professorships increased from 13 to 23, with 10 more in the process of being funded PhD student body grew from forty-seven to more than eighty sixth section was added to The Duke MBA—Daytime program, increasing class size from 345 to 410 three new centers were established: the Center for Advancement of Social Entrepreneurship (CASE); the Fuqua /Coach K Center of Leadership and Ethics (COLE); and the Center for Entrepreneurship and Innovation Health Sector Management (HSM) expanded to The Duke MBA—Weekend Executive and Global Executive programs multifaceted alliance, including a dual degree master of management studies (MMS), was established with Seoul National University the Duke Goethe Executive MBA program was established in partnership with Frankfurt University, and the inaugural class graduated in 2007 annual fund increased from $1.3 million to $2.5 million in the past five years Fuqua endowment increased from $121 million to over $200 million necessary funding, including a generous personal gift from the Breedens, was raised to begin construction on the new classroom and library addition Doug “Elvis” Breeden at Celebrate Fuqua, 2004 bigger than just business What Breeden likes best about that concept is the good that Duke alumni will be doing in so many places, that notion of positive world impact that he says is “what it’s all about to me.” That’s not just lip service to Breeden and wife, Josie, who have been monumentally instrumental to the life of Fuqua in their passion for education. Whether beginning a children’s library in Breeden’s hometown to advance young dreams or donating $5 million of their own money to make sure Fuqua’s dreams become reality; whether housing students at the Fox Center during an ice storm or holding dance lessons on campus to add spirit to academia, the Breedens have led first by their hearts and by their examples. “If you help people out, later on they’ll remember that and help others out,” he said. “That’s what we believe.” Something as simple as investing $10,000 in a DVD library for the Fuqua community has brought untold smiles in return. As Elizabeth Hogan, director of alumni relations, points out, “Some faculty now joke that the Journal of Psychology has been pushed off the shelves by Sleepless in Seattle.” Sometimes, of course, making the world a better place has meant dressing up as Elvis for students and alumni and adding some hip-swivel to his choir-boy days. More importantly, it has meant pursuing an entirely new pathway for students to show off their own talents. Soon after he began as Dean, Breeden laid the groundwork for the Center for the Advancement of Social Entrepreneurship (CASE) at Fuqua, where the public good meets private enterprise, where nonprofits get MBA treatment. CASE, as a dedicated center to social entrepreneurship at Fuqua, is one of the most established among business schools— and was an idea for which students were thirsting. It is now one of the admissions office’s biggest selling points on the road and has helped earn Fuqua a top-ten ranking among U.S. News & World Report’s best graduate schools in nonprofit management.
“People say, ‘Business schools should just stick to business, to making money,’” Breeden said. “I know that’s not all students want from life. Business schools are bigger than just business by quite a bit.” All of the new centers created under Dean Breeden “reflect Doug’s desire to encourage our students…to want to make a difference in the world as well as be good team members,” said Professor Greg Dees, whom Dean Breeden recruited from Stanford to found CASE in 2001. “For me, Doug’s legacy is building on Team Fuqua, and adding that stress on individual excellence and on ambition in the most positive sense of that term.” “Doug and Josie’s passion for Fuqua, for Duke, for their family, for their community, for their work—for everything —is palpable,” said Beth Anderson, former managing director and lecturer with CASE, and who also came from Stanford. “It’s a passion that translates into good things happening and good things getting done.” One thing is for certain: After six remarkable years as Fuqua Dean, during which time he improved the financial and academic shape of the school, Doug Breeden really shouldn’t have to don that choir robe to make Mama Breeden proud. But isn’t it nice to know he does? Doug and Josie Breeden at the Breeden Hall construction site summer 2007 23
Page 1 and 2: Exchange THE MAGAZINE OF THE FUQUA
Page 3 and 4: features 16{ douglas t. breeden pos
Page 5 and 6: ciber releases 2006 research report
Page 7 and 8: when cookies catch the cooties Of a
Page 9 and 10: duke mba games exceeds goal for spe
Page 11 and 12: three classes graduate The Duke Goe
Page 13 and 14: planned giving society The Fuqua Sc
Page 15 and 16: Fuqua’s Career Management Center
Page 17 and 18: He goes by Jens-Thorsten Rauer on h
Page 19 and 20: Doug Breeden is known for many thin
Page 21 and 22: ences that made him confess his lov
Page 23: works.” As Breeden notes, the sim
Page 27 and 28: y Laura Brinn & Mita Mallick ’07
Page 29 and 30: David Robinson Assistant Professor
Page 31 and 32: Mary Frances Luce Professor of Mark
Page 33 and 34: The Shah was extremely pleased with
Page 35 and 36: You can’t become a world-class le

Douglas T. Breeden - Duke University's Fuqua School of Business

Create successful ePaper yourself

Delete template?

Save as template?