PLAN B/ROUND 1: The Mayor Has His Way – <cut …I mean> A New Way with LAUSD

By smf for 4LAKids

These WebPages mourn.

We mourn the death Tuesday night of "Liberal Lion" Teddy Kennedy - A champion if not THE champion of public education. As his friend Ramón Cortines said: "He was a friend of public education all the time, every day he was in office."

And we mourn the tragic outcome for public education in the LAUSD boardroom Tuesday afternoon with the passage of Yolie Flores Aguilar's "Public School Choice" Resolution.

Mr. Mayor, Mr. Barr …which schools do you choose?

We do not question Yolie's heart or her good intent. Her frustration at the lack of urgency of reform in LAUSD is heartfelt and genuine - but 4LAKids cannot miss the genesis of her plan and respectfully questions the authorship. Mayor Villaraigosa probably over describes his role as it being his "Plan B" - Plan A being his failed attempt at mayoral takeover and control, thrice quashed in the courts. But the fingerprints are there - and the confession: "my plan" - must mean something.

Despite public denial of the 'done deal" by the doers - and anguish and attempts-at-amendment and pretence-at-compromise, the Deal as realized was Done.

It wasn't pretty.

The list of advocate organizations named in whereas #5 grew with each draft as the 'me too's' tasted victory and wanted their logos on the t-shirt. A least one of the alphabet soup sponsors (and the most potentially powerful partner) withdrew their support at the last moment. Ultimately the entire list - the total active membership of which is probably a couple of thousand at most - was amended out.

ON THE DONE DEAL: According a speaker in public comment the mayor at one time claimed to have "six school board votes in his pocket".

All six came through Tuesday.

As Meredith Willson wrote:

Ya got one, two, three, four, five, six pockets in a table.
Pockets that mark the diff'rence
Between a gentlemen and a bum,
With a capital "B,"
And that rhymes with "P" and that stands for pool!

Friends, we got trouble right here in (L.A.) River City!

DONE DEAL II: A couple of weekends ago Board President Garcia had a soiree at her house and invited the Board of Ed and the superintendent. Apparently District Counsel Bobbi Fesler gave this get together her blessing - as long as the Boardmembers didn't discuss certain things. Like any pending or potential action before the board.

All well and good - if they didn't discuss those things.  As long as they didn't think about the elephant in the room.

• The Ralph M. Brown Act is an open meeting law - a by-invitation-only-meeting at anyone's house is not an open meeting in my appointment book …even if partners and the kiddies are invited!
• Make no mistake, the invitees were invited in their official capacity; the invitation is addressed  "Dear Board Members" – this was not "Dear Yolie, Tamar, Richard, Steve, Nuri and Marguerite".
• Of course I'm strict constructionist (What part of 'no!' is it you don't understand?) who considers the intent of the law rather than the wiggle room within it.

DONE DEAL III: After the big vote at Tuesday's meeting - but before the meeting was over and adjourned - the Board of Ed had special visitors: Mayor Villaraigosa and entourage! How kewl is that? And did Hizzonner stand in the well of the boardroom and congratulate the Board of Ed? No. He took the superintendent's chair up on the dais and sat therein -- master of all he surveyed. When Superintendent Cortines returned another chair had to be found for him.

• Fifty new schools, financed by $20 billion+ in public financing - schools the taxpayers are about to get higher tax bills for - are to be up for grabs. Charter operators? Mayor's Partnership? Jiffy Lube? C'mon down!*
• As an afterthought - or perhaps a 'leftover' - two hundred existing underperforming schools were added to the mix of schools up for grabs.

It remains to be seen how interested outside operators will be in taking over those "Program Improvement " schools in light of the Mayor's Partnership's record at his ten schools …and that of Green Dot at Locke.

The promise of 'Choice' in the resolution is the resolution is illusory. The charter school model  (parents choose their child's school) is incompatible with the neighborhood school model (all students attend their local school per attendance catchment areas). The lesson of the Belmont Zone of Choice (open enrollment within a greater geographic area) has apparently been lost completely. The YFA resolution commits the District to continue attendance area boundaries - if anything perpetuating lack-of-choice.

The Board of Ed chooses between operators who choose to apply. Yes, the resolution promises to involve parents and teachers and the community in the decision making process - but their role is advisory. The superintendent recommends; the Board of Ed decides. Who's 'Choice' is that?  How many 6 to 1 votes will it take before we realize what's going on?

I suppose operators get to choose whether to honor collective bargaining agreements; under some interpretations of the plan they may get to choose which education standards and provisions of the Ed Code they choose to observe.

Bill Ring, in last week's 4LAKids wrote: "…. true public school choice means I have a choice as a parent as to the school my child will attend."

"Me."

"I choose."

Bill wasn't allowed into the Boardroom Tuesday. There wasn't room for him. Or maybe his radical ideas.

Three speakers spoke extraordinary Truth to Power Tuesday afternoon:

Jackie Goldberg, the liberal lioness of L.A. politics presented the actual bond language of the five school construction bonds to the board. It may be language previous boards wrote but is nonetheless binding on this board because it was enacted overwhelming by the voters. "If this resolution passes," Ms Goldberg warned, "Have no doubt. You will be sued!"

Boardmember La Motte posed a couple of good questions but in the end questioned the Board's authority to give up any schools to anyone, citing the California Constitution, Article IX, §6, ¶3: "No school or college or any other part of the Public School System shall be, directly or indirectly, transferred from the Public School System or placed under the jurisdiction of any authority other than one included within the Public School System."

And Boardmember Zimmer - almost a tragic figure - spoke of his anguish, disputing the process and the outcome - bemoaning the raw politics and threats made against him by both sides. Decrying the fact that the fight was about the fight and the color of the t-shirts - not about the kids. Ultimately Zimmer held his nose and voted yes - in order, he said, to be at the table in the future.

Ms LaMotte retorted that she was not voting for it and she would be at the table too ...because that's what the people elected her to do.

As for Winners and Losers…

The parents in the light blue t-shirts, paid for by the mayor and Green Dot celebrated their victory and filed back onto the buses that bused them in.

As Jackie Goldberg said three years ago in the fight against Plan A, when adults fight with adults over adult issues it is always the kids who lose.

---

* OK, Jiffy Lube, a for-profit corporation is excluded. But the Jiffy Lube Educational Foundation? C'mon down!

A PROBLEMATIC PARTNERSHIP: MAYOR’S PROGRAM TO BOOST 10 NEEDY SCHOOLS HAS HAD A CHALLENGING FIRST SEVEN MONTHS

New parent center at Gompers Middle is a win for the mayor's Partnership for L.A. Schools, but the fledgling program has had its problems.

Bob Chamberlin / Los Angeles Times - Los Angeles Mayor Antonio Villaraigosa hobnobs with parents after he inaugurated the refurbished center for them at Gompers Middle School, a victory for his Partnership program.

By Howard Blume | LA Times

February 25, 2009 - Mayor Antonio Villaraigosa on Tuesday unveiled a refurbished parent center on a middle school campus in South Los Angeles to spotlight his fledgling improvement efforts at 10 schools.

The updated parent room at Gompers Middle School was joyfully received, but his overall effort has hit snags as his team struggles to boost student achievement while also including teachers and parents in vital decisions on how to move forward.

Tuesday was all about the successes of the Partnership for Los Angeles Schools, the nonprofit that has managed, on the mayor's behalf, some of the city's lowest-performing campuses over the last seven months.

"We remember the bathrooms that didn't work, the graffiti all over the school," he told the assembled students, parents, dignitaries and others. "This is a new day."

The event coincided with reelection campaign ads for Tuesday's city primary that tout Villaraigosa's education accomplishments. But it was not until late in his first term that the mayor obtained control of a group of schools -- after an abortive effort to gain authority over the entire Los Angeles Unified School District.

Although state test scores won't be available until late summer, the mayor can point to cleaner campuses, tree plantings, community picnics, school uniforms and a policy to have principals evaluate teachers three hours a day. Operationally, his team had to scramble, quickly hiring seven principals and dealing with 35% staff turnover at Markham Middle School in Watts.

Security concerns at Markham prompted the mayor's team to hire four new guards there, leading to a reduction in campus crime, said Partnership Chief Executive Marshall Tuck.

There has been no increased security at other campuses -- although that element is highlighted in campaign materials.

Tuck asserted that the campuses are, in fact, more secure because they are better managed, with classrooms that are more engaging. To date, he said, the Partnership has not had an opportunity to leverage ties with the city to make the streets around schools safer.

Beyond the 10 schools, consultants first brought in by the Partnership played a key role in developing districtwide school report cards and a pilot data system intended to help teachers track student progress.

But Exhibit A this week was the Gompers parent center, for which the mayor's group has provided two computers, a copy machine, furniture and a 46-inch, high-definition LCD TV with free educational programming -- all new and mostly donated by DirecTV.

"This is a remarkable change," said foster parent Nathaniel Perkins-Ali, who likened the center to a "second home."

The $6,000, plus volunteer labor, for the parent room contrasts with nearly $12 million that the district has spent on the school in recent years from bond funds for re-piping, heating, flooring, sprinklers, roofing, security cameras and more.

In relative terms, Villaraigosa has raised little new money. A much-publicized $50-million donation has to be spread out over 10 years -- and must also pay for the mayor's education team. The Partnership, however, has won greater control for schools over dollars once managed by the school district.

The parent center was more about symbolism than dollars spent.

Leadership teams at these schools, for example, have set goals of getting 50% of parents to participate in at least one activity geared toward student achievement between January and June. They're also pushing parents to sign compacts to encourage their involvement.

"Parent participation was never really linked to student achievement," said Ryan Smith, the Partnership's director of family and community engagement. He said that not one of the schools had a functioning PTA.

---

A little PTA 101 here, and a wee bit o’ history:  For a school to have a PTA requires active participation and approval of the principal.

• As a plaintiff to the action Mendoza v. Villaraigosa, which overturned the mayor’s attempted and unconstitutional takeover of LAUSD,  PTA as an organization made no points in the mayor’s office.
• There was a functioning PTA at Santee Education Complex – and one was in formation at Markham MS;  the principals at both schools were supporters of and advocates for PTA. At Markham Deputy City Attorney Michelle Mcginnis was instrumental in introducing PTA to Markham.
• However with the advent of the mayor’s partnership and the placement of new principals at those schools PTA ceased to exist.  Coincidence?  You decide.  - smf

---

But some teachers and parents said their role was limited after a promising beginning. The months leading up to the Partnership hand-over were a high note at the Santee Education Complex south of downtown, said English teacher Jordan Henry. "In our short turbulent history, it was the most optimistic we ever felt," he said. But despite good intentions, once the Partnership gained control, "the collaboration disappeared and it became -- and largely still is -- a top-down system."

One problem arose at Ritter Elementary in Watts, where scores of parents wanted to continue a dual-language Spanish-English program. The Partnership recently agreed to form a task force to tackle the issue.

"Since September, we have been struggling for the reinstatement of the program, and it's taken until now to do something about that," said parent Fanny Trujillo. "They seem to be listening right now, but it took three demonstrations in front of the school."

From the start, the Partnership has had to manage sometimes conflicting goals at its schools. Its leaders profess faith in democratic school governance -- which, like democracy, can be slow and messy.

At the same time, the mayor's team wanted to accomplish a rapid, significant rise in student achievement, and hired assertive administrators who believe they know how to get that done.

Teachers union President A.J. Duffy said he remained committed to working with the Partnership, but "I'm not sure leadership of some of these schools understands that if you really want buy-in from stakeholders, you have to give them a piece of the action. This is not the paradise it has been portrayed as in some quarters."

NO COST @ WHAT COST?: who is the Boston Consulting Group when they're at home?

by smf for 4LAKids | updated 1/19 see note following*

Rumor (and press reports) have it that the Boston Consulting Group was the principal author and driving force behind the recent School Report Card and BCG seemingly has a blanket consulting, planning and implementation contract with LAUSD on day-to-day operation of the District - having also had a  role in the Superintendent’s 100 Day Plan. This BCG contract is reportedly funded at no cost to the District by the Bill & Melinda Gates Foundation and the Michael & Susan Dell Foundation* – which makes BCG  an outside consultant, once or twice removed – with dubious public accountability.

* CBS news adds The California Community Foundation

From the Official Story: "The Gates and Dell Foundations invested heavily in the district and funded the development of the Report Card. The Boston Consulting Group (BCG) also provided pro-bono contribution to the effort." More: “The development of the Report Card began in iDesign at the start of this year. Mr. Cortines first heard about this work as Deputy Mayor, and was able to implement this reform effort district wide when he came to LAUSD as Senior Deputy Superintendent.”    - Report Card Frequently Asked Questions for Principals

The above misstates the history. The School Report Card  had at least part of its genesis in the LAUSD A-G Working Group about two years ago. “(T)he start of this year” refers to 2008; iDesign didn’t exist at that time. iDesign and its progenitor iDivsion is a subset of LAUSD created to administer non-traditional programs, such as The Mayor’s Partnership Schools, The LMU Partnership, etc.

MSNBC gets it closer to right when they report: “These reports were originally developed through collaboration between the LAUSD and Mayor Antonio Villaraigosa's Partnership for LA Schools.”

Searches of the Dell and Gates Foundations websites for grants to Los Angeles, LAUSD, Los Angeles Unified School District or Boston Consulting Group show no evidence of this investment “in the district”.

 

More from the Official Story: Q: Doesn’t the school score reflect poorly on the school, Principal and teachers? No. The school score holds schools accountable for their performance and progress by identifying strengths and areas for improvement. The school score will help teachers, Principals, Local District staff, Central District staff , parents and students work together to determine ways individual schools can improve their performance to better meet the needs of students. Q: Won't the report card be used to point fingers at Principals? None of the metrics in here relate to Principal performance. The Report Card is focused on student outcomes and leading indicators of student academic performance. There are also qualitative metrics about teaching, leadership, school culture, safety and parent/ student satisfaction. These metrics are about joint accountability for student outcomes and progress and will be collaboratively developed by Central staff, Local District staff, school administrators, teachers, parents and students. We are measuring progress over time with the Report Card, not pointing a finger at any one particular group. - Report Card Frequently Asked Questions for Principals Mayor Villaraigosa, at the press conference unveiling the School Report Card, asked what would happen if schools don’t improve, said the cards “could ultimately lead to reorganizing schools. (It) means we have to change the leadership, the teachers, everybody," he said.   Who “we” is is worrisome; the mayor is constitutionally precluded from this sort of decision making; the case law is LAUSD v. Villaraigosa.

Not to be a conspiracy theorist – but sometimes there are conspiracies: Remember the words of the shadowy man in the parking garage: “Follow the money.”

Remember also that the consulting contract did not pay the $700,000 to $1 million it cost to distribute the School Report Card.

• If that was money well spent and valuable information parents want-and-need (the “qualitative metrics”) was effectively shared that’s a good thing;
• But if it was an ineffective  ‘data download’  — misinterpreted and/or  mis-or-over understood by parents and leveraged by critics in agreement with the pro-charter/privatization-of-public-education/mayoral control agenda of the sponsors of BCG it is not.
• Q: At a recent District meeting with parents I was asked why the information wasn't posted on the web?
• A: It was and many parents don’t have web access.
• Q: …and why it wasn’t simply sent home with children?
• A: Backpack mail doesn’t work in Secondary school …though I’m not sure how effective direct mail/’junk mail’ is either.

At that same District meeting Superintendent Cortines promised full public accountability and disclosure as to the cost, effectiveness and results of all District consultant contracts. The BCG contract – because it is technically free to the district it may be outside this oversight – all the more reason why disclosure and accountability is merited. No cost at what cost?

Has LAUSD held off a takeover by the Mayor only to have takeover accomplished through other means?

 

---

The Official story: The LAUSD FAQ/Factsheet on the Report Cards

The LAUSD School Report Card site

The BCG site.

---

From Wikipedia, the free encyclopedia

Type	Partnership
Founded	1963
Headquarters	Boston, Massachusetts 66 offices in 38 countries
Key people	Hans-Paul Bürkner, President & CEO
Industry	Management consulting
Products	Management consulting services
Revenue	US$ 2.3 billion (2007)
Employees	about 7,000
Website	bcg.com

The Boston Consulting Group is a global management consulting firm and a leading advisor on business strategy. BCG partners with clients in all sectors and regions to identify their highest-value opportunities, address their most critical challenges, and transform their businesses.

BCG believes it differs from competition by its customized approach that combines deep insight into the dynamics of companies and markets with close collaboration at all levels of the client organization. The Group is a private company with 66 offices in 38 countries.

Founded in 1963 by Bruce Henderson the firm prides itself on its employee focused culture: from early implementation of an employee stock ownership plan to winning ‘Best small company to work for’ by Fortune magazine 3 years in a row.

STARS, QUESTION MARKS, CASH-COWS & DOGS:

The BCG growth-share matrix

In the 1970s, BCG created and popularized the "growth-share matrix", a simple chart to assist large corporations in deciding how to allocate cash among their business units. The corporation would categorize its business units as "Stars", "Cash Cows", "Question Marks", and "Dogs", and then allocate cash accordingly, moving money from "cash cows" toward "stars" and "question marks" that had higher market growth rates, and hence higher upside potential.

The chart was popular for two decades and "continues to be used as a primer in the principles of portfolio management," as BCG says.

---

▼The following is from the BCG website: one of the "Industries" (their word) they serve is PUBLIC EDUCATION.

smf notes: Not to be a conspiracy theorist again, but note BCG's work for Charter Schools: charter and charter management organization support and for the New Orleans School District. The strategy - implemented by BCG for New Orleans Schools post-Katrina- is to make every school a charter school. (Like Huey Long's "Every Man a King" …only Charter Schools!)

Remember also that some say politics in New Orleans and Louisiana exist to make Chicago and Illinois look good!

 

And please note this: the words "Child", "Children", "Student" and "Students" appear nowhere on the BCG website or on it the Wikipedia entry about them — and certainly nowhere in the BCG vision or mission statements.

Boston Consulting Group is a multi-billion-dollar for-profit growth-and-performance-model-driven business consulting practice.

---

from This Week in Education

Alexander Russo's inside scoop on education news.

Russo wrote in his EdWeek Blog back in June ‘08

Here Come Consulting Firms (Again) 

Today's Washington Post has an interesting piece about the use of high-priced management consultants -- Deloitte, KPMG, McKinsey, Alvarez & Associates (of St. Louis and NOLA fame) -- in urban school districts, a good reminder that it's not just the policy wonks and think tanks that drive real live schoolpeople crazy. "Two dozen high-priced consultants have set up shop on three floors of the D.C. public schools' headquarters, wearing pinstripe suits, toting binders and BlackBerrys and using such corporate jargon as "resource mapping" and "identifying metrics," begins the piece (Big-Name Consultants Greeted With Wariness).

"They come from big-name restructuring firms, and the city is paying $4 million for their services this summer."

It's not just DC, of course. Chicago has used Boston Consulting Group on several projects, some of which haven't turned out particularly well. St. Louis and New Orleans have both used Alvarez, to mixed reviews. And, as the article points out, few of the consultants offer project management services or stay on to implement the plans that they make. Binders and powerpoints are all well and good, but making the plans work and building buy-in and capacity are the real keys.

---

Back to the Wikipedia entry▼

Contents [hide] 1 Competitors 2 Recruiting 2.1 Interview process 3 Publications 4 BCG growth-share matrix 5 Offices 5.1 Offices in Asia Pacific 5.2 Offices in Europe and the Middle East 5.3 Offices in the Americas 6 Notable current and former employees 6.1 Business 6.2 Politics and public service 6.3 Others 7 See also 8 References 9 External links

Competitors

BCG most often competes directly for contracts with McKinsey & Company and Bain & Company.

Recruiting

BCG typically hires for an Associate or a Consultant position. Whilst so called "lateral hires" as Project Leader, Principal or Partner are possible, they are not the norm. BCG recruits MBA graduates to join as Consultants from the world's top business schools[1]. Additionally, increasing effort is being placed on hiring advanced non-business degree holders. Graduates holding JDs, MDs and PhDs in disciplines like engineering, science, and liberal arts receive training in business fundamentals and then typically join the firm as Consultants. There is also an opportunity to join as a Summer Associate or Summer Consultant (internship) position for 10 weeks, which for the majority of interns will result in an offer for full-time position.

Interview process

BCG uses the case method to conduct interviews, which is an interview technique designed to simulate the types of problems inherent in management consulting and to test the qualitative and quantitative skills deemed important for abstract thinking in a business setting.

Publications

Every year, BCG publishes articles, industry reports, government commissioned studies and books relating to particular industries or authorial practice areas. Many partners have written books on issues facing management in the modern business environment. Some recent publications:
Trading Up - Why Consumers Want New Luxury Goods and How Companies Create Them. By Michael J. Silverstein and Neil Fiske, 2003. A Business Week Bestseller and Berry AMA book prize winner.

Payback - Reaping the Rewards of Innovation. By James P. Andrew and Harold L. Sirkin, 2006. Published by the Harvard Business School Press, Payback has become a staple in the MBA curriculum.

Blown to Bits - How the New Economics of Information Transforms Strategy. By Philip Evans and Thomas S. Wurster, 2000.

Treasure Hunt - Inside the Mind of the New Consumer. By Michael J. Silverstein with John Butman, 2006.

The Change Monster - The Human Forces that Fuel or Foil Corporate Transformation and Change. Jeanie Daniel Duck, 2002.

Globality: Competing with Everyone from Everywhere for Everything[2]. By Harold L. Sirkin, James W. Hemerling and Arindam K. Bhattacharya, 2008.

[edit] Offices

[edit] Offices in Asia Pacific

Auckland founded in 1990 Bangkok founded in 1994 Beijing founded in 2001 Hong Kong founded in 1990 Jakarta founded in 1995 Kuala Lumpur founded in 1992 Melbourne founded in 1990 Mumbai founded in 1996

Nagoya founded in 2003 New Delhi founded in 2002 Seoul founded in 1994 Shanghai founded in 1993 Singapore founded in 1995 Sydney founded in 1990 Taipei founded in 2003 Tokyo founded in 1966

[edit] Offices in Europe and the Middle East

Abu Dhabi founded in 2007 Amsterdam founded in 1993 Athens founded in 2001 Barcelona founded in 2002 Berlin founded in 1999 Brussels founded in 1993 Budapest founded in 1997 Cologne founded in 2001 Copenhagen founded in 1998 Dubai founded in 2007 Düsseldorf founded in 1982 Frankfurt founded in 1991 Hamburg founded in 1994 Helsinki founded in 1995 Istanbul founded in 2003 closed in 2005 Kiev founded in 2007

Lisbon founded in 1995 London founded in 1970 Madrid founded in 1987 Milan founded in 1986 Moscow founded in 1994 Munich founded in 1975, European headquarters Oslo founded in 1996 Paris founded in 1972 Prague founded in 2004 Rome founded in 2001 Stockholm founded in 1988 Stuttgart founded in 1997 Vienna founded in 1997 Warsaw founded in 1997 Zürich founded in 1989

[edit] Offices in the Americas

Atlanta founded in 1995 Boston founded in 1963, Global Headquarters Buenos Aires founded in 1995 Chicago founded in 1979 Dallas founded in 1994 Detroit founded in 2005 Houston founded in 2003 Los Angeles founded in 1982 Mexico City founded in 1998 Miami founded in 2003

Minneapolis founded in 2007 Monterrey founded in 1993 New Jersey founded in 2006 New York founded in 1984 Philadelphia founded in 2007 San Francisco founded in 1974 Santiago founded in 2002 São Paulo founded in 1997 Toronto founded in 1993 Washington D.C. founded in 1996

[edit] Notable current and former employees

[edit] Business

• Indra Nooyi - CEO of Pepsi
• Jeff Immelt - CEO of General Electric (MBA internship)
• Gary M. Reiner - SVP and CIO of General Electric
• William Browder - co-founder of Hermitage Capital Management
• Martin Halusa - World wide CEO of Apax partners
• Gerald Corbett - CEO of Railtrack
• Michael R. Eisenson - co-founder of Charlesbank Capital Partners, former managing director of the Harvard Management Company
• Ahmed Fahour - CEO of the Australian operations of the National Australia Bank
• Stefan Quandt - owner of Delton AG (internship)
• Andreas Jacobs - Chairman of Barry Callebaut
• Jim Whitehurst - CEO of Red Hat, former COO of Delta Airlines
• Neil Fiske - CEO of Eddie Bauer
• Michael Dornemann - Chairman & CEO of Bertelsman Entertainment
• Jeffrey Hunker - National Security Council member under President Bill Clinton and professor at Carnegie Mellon University

Politics and public service

• Ira Magaziner - Aide and policy advisor to President Clinton, CEO of SJS Advisors and co founder of Brown University's open curriculum
• Benjamin Netanyahu - Prime Minister of Israel (1996-1999)
• Steve Poizner - California businessman and Republican politician
• Mitt Romney - Governor of Massachusetts, CEO of the 2002 Winter Olympics in Salt Lake City, co-founder of Bain Capital, former CEO of Bain and Company
• Hans Wijers - Minister of Economic Affairs of the Netherlands (1994-1998), CEO of Akzo Nobel

Others

• Kaz Uchida- Professor, Waseda University, Tokyo
• Aiba Koji- Professor, Waseda University, Tokyo
• John R. Wells - Professor, President International Institute for Management Development, Switzerland
• Linda Bilmes - academic, Harvard Kennedy School of Government
• Clayton M. Christensen - Robert and Jane Cizik Professor, Harvard Business School
• Michael Chu - senior lecturer, Harvard Business School, Former partner KKR and a founding senior partner of Pegasus Capital <
• John Legend - Grammy award winning musician
• Jesse Ward - golf pro
• Jehan Ratnatunga - Co-Founder of Ripple (charitable organisation)
• Alex Michel - Star of the Bachelor, season one
• Michael J. Silverstein - Author of several bestselling business books, including "Trading Up" and "Treasure Hunt"
• Azwan Khan Osman Khan - Senior Vice President, Corporate Strategy & Development, Celcom
• Aamir A. Rehman - Author of "Dubai & Co.: Global Strategies for Doing Business in the Gulf States"
• Harold L. Sirkin - Author of several business books, including "Payback" and "Globality."[3]

[Growth-share matrix

References

• CNN.com
• BusinessWeek
• Consulting Magazine

External links

• BCG Official Web Site

* note  :|: 1/19 update:  Upon rereading the above I must allow for misunderstanding because of what I do not know. I AM unable to ‘follow the money’ – and the timeline - from the foundations to the District to BCG, or from the foundations to the BCG. - smf