Gene Anderson


Room: 415

Eugene “Gene” Anderson joined Syracuse University as dean of the Martin J. Whitman School of Management in 2017.

Prior to joining the Whitman School, Anderson served as dean of the University of Miami School of Business Administration from 2011 to 2016. Previously, he was D. Maynard Phelps Professor of Business at the University of Michigan, serving in a series of leadership roles including senior associate dean for academic affairs, associate dean for degree programs and academic director for the Executive MBA.

Anderson is passionate about student and alumni success; high-impact research and education; diversity and inclusion; and the potential for business schools to advance the economic, social and overall health of communities worldwide. In his administrative roles, he has collaborated with faculty and staff to launch more than 20 new degree programs – a majority of which are interdisciplinary or online/hybrid; revised existing programs to be more global, experiential and relevant; and significantly enhanced enrollments, diversity, placement, research support, fundraising, revenue and rankings.

His research on customer satisfaction and business performance has been published in all four premier academic marketing journals and he has served on their respective editorial boards. In a recent study, three of his papers ranked among the Top 50 most impactful articles on research and practice. One is the second most cited article in Marketing Science. Overall, his work has received more than 4,000 SSCI citations and 30,000 Google Scholar citations.

Anderson earned a doctorate from the University of Chicago and master’s and bachelor’s degrees from the University of Illinois at Urbana‐Champaign.

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Syracuse University women faculty generally earn less than men faculty, report shows , Daily Orange 1.18.18

Updated 7:16 AM; Posted 5:05 AM Gene Anderson, dean of SU's Whitman School of Management, welcomes freshmen during an undergraduate student convocation in August at Hendricks Chapel. Gene Anderson, dean of SU's Whitman School of Management, welcomes freshmen during an undergraduate student convocation in August at Hendricks Chapel. (Courtesy SU / Stephen Sartori) 1 15 shares By Stan Linhorst, Gene Anderson became dean of Syracuse University's Whitman School of Management in July. He earned degrees from the University of Illinois and his Ph.D. in marketing statistics from the University of Chicago. His dissertation was on the vulnerabilities of market leaders - apt insights for teaching business leaders in an era of nonstop disruption. He joined the faculty at the University of Michigan's Ross School of Business and was on a traditional faculty trajectory until he was asked to develop and lead Michigan's first executive MBA program. "I discovered I liked building things and making them better," Anderson said. He took on ever-growing responsibilities and eventually was recruited to be dean of the University of Miami School of Business Administration. "Over time, I realized that these academic institutions are engines of opportunity, opportunity for students, certainly, but also opportunity for new ideas and innovation to come forth," he said. "There's really nothing else quite like them. I eventually decided that being in a position to build those kinds of institutions and make them better would be a pretty good use of my time on the planet." Were you in leadership roles growing up? I don't think so. I lived in the suburbs of Pittsburgh until I was 12. I would say most of my experience there was being an independent kid. These were the days when parents would feed you in the morning and kind of turn you loose and you showed up for dinner that night. I spent a lot of my time doing everything from pickup baseball and football games to exploring the woods - it was a relatively new suburb that had been cut out of the woods. Maybe one could make an argument that kind of being in charge of your own time, finding your own way, spending a lot of time out exploring, all of those things can be good preparation for a leader. Probably the most significant thing was we moved to England for four years when I was 12. We went over for Brenter - the opposite of Brexit. My father (also Gene) was a vice president of public relations for Burson-Marsteller. They had a London office and they were expanding on to the continent because the Brits were going into the old European Economic Community. To tie back to your leadership question, London was culturally very different. It helped me become more culturally competent and sensitive and aware of differences across all kinds of people. You got exposed to all kinds of things on the continent because it was easy to travel. Places like Romania and Yugoslavia in the mid 1970s were very different places. London was one of the epicenters of change. For a kid coming from a parochial, suburban existence, it was eye opening to suddenly be in that kind of a melting pot where things were changing and every day on the Tube or the bus I would see eye-opening things. That experience gave me an interest in and a greater appreciation of building diverse communities in diverse cultures and how much richer they are in terms of ideas. How does the appreciation of diversity benefit business? It's huge. Innovation is at a premium now across all businesses, across all geographies. Diversity is a terrific source of innovation. Research shows - and I had the experience - that diverse teams tend to have more ideas, better ideas, and come up with ways of executing on those ideas that are much better attuned to what the real world is like. So, diversity is incredibly important to business. Markets are changing and organizations themselves are changing because of the changing demographics and the more interconnected global nature of business. You have to be diverse and welcome diversity to be able to serve diverse markets. Having real diversity in your teams and within your organization leads to more and better ideas, a foundation for innovation. Organizations have to be multidisciplinary to survive, especially in a world where technology is influencing and affecting everything. What advice would you give for effective leadership - especially for someone aspiring, as a student might, to take on a leadership role? An important thing would be knowing what your values are. If you're going to decide to lead an organization, make sure there is a good fit between your values, what you think is important, and those of the organization that you can infer from its history and its expectations or what folks tell you are the core values. One challenge for all of us is to understand ourselves well. To be able to honestly look in the mirror and understand what our strengths are and where our challenges are. Part of effective leadership depends on self-honesty and ability to self-reflect and learn from our experiences to make ourselves better. Having high aspirations for yourself and your organization is important. I believe in the old parable of the stonecutters. I'm not sure I'm going to get this one completely right - you have to understand where your strengths are, and I'm not the best storyteller. (Laughs). A traveler was walking through southern England. As he's coming to a town, he encounters a man who's cutting stone. He's working hard, sweating, his brow furrowed. The traveler is interested in figuring out lodging in the town. So he tries to strike up a conversation with the person by asking what he's doing. The stonecutter is curt: I'm cutting stone - can't you see that? The traveler decides it's best to leave this fellow. He goes a little further and finds another gentleman cutting stone and whistling while does it. He thinks: OK, this gentleman looks like he's a better person to talk to. He starts with the same question: What are you doing? The man answers: I learned about this stone-cutting job, so I traveled 30 miles from my village to work at this for a few months to earn money to put a new roof on our family home. It's good money, and once I have enough, I can go home. The traveler learns a little more about the town and goes on. He finds a third stonecutter. This gentleman is taking great care with the stone cutting. His work area is precisely organized and well put together. The traveler asks him what he's doing. The gentleman says: I'm cutting stone for Salisbury Cathedral. I moved my family here several years ago. Even though I know the cathedral won't be done until long after I'm gone, it was very important to me to build something like this and create something like this. That's what brought me. So the parable teaches the value of aspiration and having purpose. You have three different employees, one who's kind of grumpy and grudgingly coming to work each day. One who's happy to come and get the paycheck. But then you've got this other employee who's there with a sense of mission and purpose and aspirations. I think you would want as many of your employees as possible to be like the third fellow. How does the leader develop that aspiration, that purpose, in an organization? That's one of the challenges - creating a sense of mission and purpose. Just as you're trying to help yourself identify your purpose and your aspirations in life, you've got to do that for the organization and the employees. My experience is in an academic environment, but I think it's true in any organization. The approach has to be engaging as many stakeholders as possible, especially the faculty that are here and vested in the place in tenured positions and things like that. It requires getting them involved in defining and identifying and articulating our purpose. Why are we here? What on our best days should be our highest aspirations? What is it that we're trying to do for our students? What is it that we're trying to accomplish in our research and the intellectual work that we do? That's the first challenge: Try to define that. I've been now in three business schools. Each one is different - the people, their capabilities, their goals. You have different strengths to work with. It's important to have the conversation to figure out what gives the school a unique and distinct and distinguishing purpose. Get people to help identify that, because they're the ones who really know. They become engaged in the process and buy in to what you end up articulating. A leader could apply those tactics to give people aspiration and purpose in other industries, right? I think so. One of the challenges for a leader in any organization is to identify and communicate and articulate for everyone why we're here, what our purpose is, and how the world is going to be different because our organization was here. That sense of purpose and sense of meaning in folk's work is important. So they don't feel like they're just cutting stone. Nobody does any of these things alone. Right? This ties back to understanding yourself and what your strengths and weaknesses are. Another part of effective leadership is building and motivating a team. Go back to what we were talking about earlier: You want diversity in that team, but you also look for diversity that complements you. It may be that your strength is ideas, but communicating them is not your strongest aspect, so you want members of the team who are great at getting up in front of an audience and talking about the goals and initiatives and the mission of the place. Maybe you're not the most analytical person, but you're creative, so you want to get somebody who has those analytical skills and is willing to dig down into details. It's hard to think of anything worth doing that doesn't involve others. What qualities do you see in admirable, effective leaders? We've talked about several of them. Setting high expectations. Constantly figuring out how to communicate those expectations in the right way and in a positive way. It's important to keep in mind that it's ultimately about people. Although KPIs and metrics and all that stuff are super important, it's important to keep the human side of everything in mind. Set high aspirations, be positive, communicate well, and remember that it's about your people and doing everything you can to inspire them and to help them to grow in the right ways. What attributes do you see in poor leadership? Certainly when you see leadership gone awry, a lot of times at the core of it is people being too self-focused. They do not focus enough on others and the organization or the institution as a whole. They pursue initiatives that are going to look good for themselves or look good on their resume, no matter what kind of collateral damage that creates within the organization. Poor leaders fail to listen, fail to be sensitive to others. They put too great a focus on their own accomplishments. What's your advice for a leader to spark innovation in the organization? Diversity and inclusion are important. To have an innovative organization, people have to be engaged. The leader values the potential gifts everybody can bring to the organization. Fundamentally, that starts with having respect for each individual. Beyond that, have an atmosphere where it's OK to try things. As long as we learn from it, it's OK to make mistakes. The optimal number of mistakes is not zero. If you want to chase operational efficiency, then maybe you can have an environment where you are trying to drive the number of mistakes and errors to zero. If you want to have an innovative environment, that can't be the goal. There's a tension between the efficiency side of a business and the kind of more innovative, how-do-we-distinguish-ourselves side. It creates an atmosphere where it's OK to fail as long as we're learning from what happened. We fail fast and figure out how to adapt and move forward and make things better together. The weekly "CNY Conversation" features Q&A interviews about leadership, success, and innovation. The conversations are condensed and edited. To suggest a leader for a Conversation, contact Stan Linhorst at Last week featured Colleen Costello, co-founder and CEO of Vital Vio, which makes germ-killing light that prevents infections. Colleen Costello shines her leadership on reducing deadly infections Colleen Costello shines her leadership on reducing deadly infections To succeed: Surround yourself with a strong support network and don't try to be the smartest person in the room. View Comments NEW YORK STATE NEWS Troopers: Missing hunter found dead in Jefferson County Updated 1:32 PM; Posted 1:24 PM Marvin Dorr, 60, last seen in Cape Vincent on Friday (Provided photo) Comment 1 share By Sarah CAPE VINCENT, N.Y. -- A missing town of Clayton man was found dead today in a wooded area in Jefferson County. Marvin Dorr, 60, did not return home from hunting on Friday, and New York State Police officers announced Sunday that they were searching for him. Dorr's body was found in a wooded area near Sam Adams Road in the town of Cape Vincent where Dorr was last seen. Police are continuing to investigate. NY State Police looking for missing hunter in Jefferson County NY State Police looking for missing hunter in Jefferson County Marvin Dorr was seen on foot in the area of Sam Adams Road in the town of Cape Vincent in Jefferson County around 3 p.m. on Friday. Write a Comment CENTRAL NY NEWS Will DeWitt rail yard be CNY inland port? Driscoll hints yes, but questions remain Updated 1:14 PM; Posted 12:56 AM Cargo containers sit at a rail yard off Fremont Road, near the border of DeWitt and Manlius. NY transportation official Matt Driscoll hinted that this site could become Central New York's new "inland port," but little information has been released. (David Lassman) 1 1 share By Tim SYRACUSE, N.Y. - After a year of near-total silence about the project, New York transportation official Matt Driscoll said the state has settled on rail yard near the border of DeWitt and Manlius as the site for Central New York's proposed "inland port." Then Driscoll went silent again, leaving community leaders and others to wonder what is happening with the project. The inland port - an intermodal cargo facility where trucks and rail cars can be loaded - was a key plank in Central New York's $500 million revitalization plan of 2015. Members of the Central New York Regional Economic Development Council and other local leaders hoped an inland port would lure warehouses and light manufacturing, creating up to 2,000 jobs. But Driscoll's mysterious announcement Oct. 26 on a radio talk show left many questions unanswered. Driscoll called in by phone to speak with Onondaga County Executive Joanie Mahoney, who was guest hosting "The Bob Lonsberry Show'' on 570 WSYR. Driscoll told Mahoney he was negotiating with CSX railroad officials to create the intermodal facility at the DeWitt rail yard near Kirkville and Girden Roads, at the border of Manlius and DeWitt. "We certainly know that the existing DeWitt rail yard really makes the most sense to site an inland port facility,'' Driscoll said, according to a recording of the segment. Driscoll said he had been negotiating for "a couple months" with CSX, which controls rail lines from the DeWitt yard to the port of New York and New Jersey. "I feel very confident that we will reach an agreement, and it will provide a tremendous opportunity for exporters and importers in the Upstate area for years to come,'' Driscoll said. That surprise announcement came after roughly a year of silence, during which state officials said they were evaluating several sites. Some officials had questioned whether the DeWitt site had enough land nearby to build warehouses and other job-creating facilities. During the radio show, Driscoll said the DeWitt site makes sense because it already hosts a busy rail operation with extensive infrastructure for loading cargo. He did not provide any details about why state officials decided not to pursue a potential site in Camillus, which had strong support from Camillus town officials. Other questions Driscoll left unanswered: -- What happened to a draft environmental impact statement that was commissioned two years ago to evaluate several competing locations, including DeWitt and Camillus? The study was commissioned by the Port of Oswego Authority, which was involved in planning at potential sites in Camillus and Jamesville. State officials said last year that no site decision would be made until the DEIS was completed. This 2012 graphic shows a conceptual plan for 3Gi CNYIP Inc.'s proposed inland port, an intermodal freight facility at the CSX rail yard on the DeWitt-Manlius line. Kirkville Road runs east-west along the top of the map. Girden Road runs down the middle. The black line running off Girden Road is an access road. The green area is an enhanced wetland. Fremont Road is on the right side of the map. Zelko Kirincich, executive director and CEO of the port authority, on Friday said he did not know the status of the environmental study. Even after checking with C&S engineering company, which was contracted to do the study, Kirincich could not provide any information. "I don't know,'' he said. "It wasn't finished. They're still working on it. They never finalized it.'' -- What happened to a market study commissioned more than a year ago to evaluate the financial prospects of an inland port? The study was undertaken by the state Department of Transportation, then headed by Driscoll. Driscoll has since been transferred to the state Thruway Authority, where he is executive director. He continues to oversee the inland port project, however. Driscoll declined to be interviewed for this report. -- What is the status of $40 million the state legislature allocated in 2015 to enhance rail connections to the Port of Oswego in connection with the inland port project? The Port of Oswego Authority took a lead role in planning the inland port with the Regional Economic Development Council, but has not been involved in the DeWitt project. Rob Simpson, president of the nonprofit business development group CenterState CEO and former co-chair of the regional council, urged state officials to make more information available. "We look forward to reviewing the DEIS (draft environmental impact statement) and the market studies that have been completed on the project,'' Simpson said. "We encourage the full release of any and all information that would be useful to the public in evaluating the costs and benefits of this project.'' The Port of Oswego Authority in 2015 proposed building the cargo facility at an abandoned 225-acre quarry on the north side of Interstate 481 in Jamesville. The Regional Economic Development Council, one of 10 regional economic development councils created by Gov. Andrew Cuomo, included plans for the facility in its successful bid for $500 million in state funding under the governor's Upstate Revitalization Initiative. But residents of the hamlet of Jamesville to the south of the old quarry opposed the project, fearing it would generate significantly more train traffic through their community. Roughly half a dozen other potential sites have been studied. The leading sites were thought to be the Camillus property, which is an old waste bed owned by Honeywell Corp. near CSX rail lines; and the DeWitt site, promoted by developer Eckhardt "Chris" Beck, president of 3Gi CNYIP, which controls 200 acres of land near the rail yard. Beck said he has not heard any details about Driscoll's ne , 11.7.17

Gene Anderson has spent decades leading business schools. Now he’s tasked with leading Whitman , Daily Orange 8.31.17