Word: stillings
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Dates: during 1990-1999
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...chair of the Student Assembly in 1989-90. The strongest skill he says he gained was "being able to manage and coordinate the efforts of, what was back then, 85 people, and to motivate and excite a large group of people like that to do things." He still keeps in touch with the then-treasurer and secretary, and also keeps contact with other council people on a "professional basis--a lot of them are all over the place doing all sorts of different things." Some of the efforts that went on that year included an early discussion of House randomization...
...four days a week to take every other Friday off. It's an important tool for recruiting and retention; as Tom puts it, "the choice between family and work is a no-brainer--so why make people choose?" When I say that four days of travel per week still doesn't seem normal, they argue that they "don't work on weekends" as do many consultants and most investment bankers. "Wherever you go from a place like Harvard, you are going to work very hard because you are going to be among the best--even if you don't travel...
...client is a manufacturer of the old school, started over 90 years ago by a lone, hard-working visionary selling products he designed himself. The son of the founder--feisty at 83--still runs the company and eats in the cafeteria with everybody else. The client enjoys a very strong position in the market for their main products, but recognizes a need to focus on high-tec products to defend their market position. They have brought in the PRTM, consultants to technology industry, to find a way for the client to translate its considerable strength into new, high tech businesses...
...planning for PRTM's future and recruiting new clients. Including new hires in important firm decision-making is one example of the peculiar organization of consulting firms. There is a sense of rank and hierarchy within the firm that seems unrelated to the way people interact, but everyone's still conscious of it. Throughout the day, there were only a few moments when it was very clear that one person had more authority than another. Most interaction was informal and collaborative...
...friends in investment banking which she describes as a low-level information gathering exercise that consists of "sitting in front of a spreadsheet for 12 hours a day." Even with the daily doses of what could very well be called scut work, Wang feels that she is still able to "see the whole picture," that is, relate her number-crunching to the overall progress of the project...