Mission & History
The Glassmeyer/McNamee Center for Digital Strategies (CDS) at the Tuck School of Business focuses on enabling business strategy and innovation. Digital strategies and information technologies that harness a company’s unique competencies can push business strategy to a new level. We foster intellectual leadership by forging a learning community of scholars, executives, and students focused on the role of digital strategies in creating competitive advantage in corporations and value chains. We accomplish this mission by conducting high-impact research; creating a dialogue between CIOs and their functional executive colleagues; and driving an understanding of digital strategies into the MBA experience at Tuck.
We fulfill our mission by concentrating on the three following areas:
Connecting practice with scholarship anchored on digitally-enabled business strategy, innovation and processes.
Convening executive groups for roundtable discussions focused on the role of digital technology in enabling business strategy.
Bringing digital strategies to students through informative forums, exposure to executives, experiential learning, classes and case development.
The Glassmeyer/McNamee Center for Digital Strategies, a part of the Tuck School of Business at Dartmouth, is dedicated to advancing the theory and practice of management in the digital, networked economy.
Ed Glassmeyer T’68 and Roger McNamee T’82, both Tuck alumni in the technology venture capital arena, agreed on the need for increased research and thought leadership on the ongoing impact of information technology and the web on how corporations function. Founded in 2000, the Center for Digital Strategies (CDS) generates insight into the way firms use digital technology to create value both within and for the value chain and customers, and fosters thought leadership by forging a learning community of scholars and executives.
Frequestly Asked Questions
Q: Why is the center called the Glassmeyer/McNamee Center for Digital Strategies?
A: Ed Glassmeyer (Tuck ’68) and Roger McNamee (Tuck ’82) generously provided initial operational funding, an endowment fund, and strategic guidance and counsel for the center.
Q: “Glassmeyer/McNamee Center for Digital Strategies at the Tuck School of Business at Dartmouth” is a long name. What’s the short name I should use?
A: “Center for Digital Strategies”, “Center for Digital Strategies at Tuck”, “Tuck’s Center for Digital Strategies” or “CDS”.
Q: Does the center focus exclusively on digital technology / information technology or also on biotechnology, etc.?
A: Our focus is exclusively on digital information technologies and their strategic impact on businesses and consumers.
Q: Is the work of the center focused on startup technology ventures and the tech industry?
A: No. While it is useful to understand the upcoming technologies, our focus is on the strategic and organizational challenges facing larger established corporations (or non-profit organizations) as they implement collaborative digital technologies both within their enterprises, as part of a value chain, and for the customer.
Q: What does the center offer Tuck’s MBA students?
A: Bringing digital strategies to Tuck’s MBA students and enriching their knowledge and experience in this crucial area is a central part of CDS’ mission. Our corporate relationships and research enable us to augment the MBA experience in a material and current manner. We provide engagement through an MBA Fellows program, informative events, exposure to executives, experiential learning opportunities, as well as the traditional classes and case development.
Q: Who is the center’s chief corporate constituency?
A: Chief information Officers (CIOs), their executive partners throughout the enterprise, and their direct reports. The CIO should be the enabler of corporate flexibility and real-time visibility and response. He/she must be in tune with changing customer needs and business processes, sculpting networks and linked applications that enable process changes, and gaining visibility into all aspects of the enterprise. The CIO must simultaneously be visionary enough to advocate to fellow CxOs the possibilities technology offers in the future, and both practical and assertive enough to deliver what their colleagues at all levels need to competitively improve inter- and intra-firm processes and customer insight and outreach.
Q: How long has the center been operational?
A: CDS began operations in early 2001.