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Roger HALLOWELL

Adjunct Professor

No Department

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Biography

Roger Hallowell teaches and is the Academic Director of programs for managers and executives in the fields of strategy and business policy as well as leadership. Among other assignments, he is the Academic Director of "Leading Strategies for Outstanding Performance" and teaches regularly in HEC Executive MBA.

Roger Hallowell was, until recently, a managing partner at the Center for Executive Development which was founded and staffed by a number of former Harvard professors. Prior to this, from 1991 through 2003, he was at Harvard Business School. Roger Hallowell is an authority on strategic initiatives with the goal of simultaneous cost reduction and quality improvement. He has designed and delivered numerous customized executive education programs throughout North America, Central America, and Europe. He also facilitates strategy meetings and speaks at conferences. His work focuses on leadership of organizations wanting to increase the value they deliver to customers, often through service. His projects are designed to help executives and senior managers enhance their leadership abilities, including their ability to design and implement change. Organizations he has worked with include PNB Paribas Fortis (Belgium), Four Seasons Hotels and Resorts (Canada), Grupo IMSA (Mexico), IBM, ISS (Denmark), Merrill Lynch, The National Library Board of Singapore, etc.

Roger Hallowell is also the author of numerous papers and his work has appeared in Academy of Management Executive, Human Resource Management, Human Resource Planning, and The International Journal of Service Industry Management. He is also the author of more than 60 case studies on organizations in North America, Europe, and Asia, including three HBS best-sellers.

Roger Hallowell's career began as a banker on Wall Street and includes two senior management positions in industry.

Roger Hallowell holds an AB from Harvard College and an MBA and Doctorate from Harvard Business School.

Chapters edited in books

Four seasons goes to paris

Readings And Cases In International Human Resource Management - 6Th Edition, Edited by B. Sebastian Reiche, Günter K. Stahl, Mark E. Mendenhall, Gary R. Oddou, Routledge, London, 1

Case Studies

Qtel: Transformation in the Gulf

The case describes changes taking place at Qtel from 2000 to 2010. Prior to these changes, Qtel was a typical monopoly telephone service provider. In 2000, complaints to the government became so severe that a new CEO was named who is referred to in the case as he is at the company as "Dr. Nasser." Dr. Nasser had a vision for Qtel which can be outlined in the case under the term "Four important realities." These were (1) service had to improve, (2) the opportunity to invest in other telecommunications companies should be exploited, (3) Qtel's monopoly would end and the company needed to be able to compete, and (4) Qtel didn't have the resources (especially human) to address 1,2, and 3. The case discusses how the change process was led by Dr Nasser to achieve his vision and the transformation of the company. , 2012 , Change; strategy implementation; organizational behaviour; organizational transformation; managerial culture; leadership; service; expansion; internationalization; customer orientation (http://www.ccmp.fr/collection-hec-paris/cas-qtel-transformation-in-the-gulf-2)

Chapters edited in books

Four seasons goes to paris

Readings And Cases In International Human Resource Management - 6Th Edition, Edited by B. Sebastian Reiche, Günter K. Stahl, Mark E. Mendenhall, Gary R. Oddou, Routledge, London, 1

Case Studies

Qtel: Transformation in the Gulf

The case describes changes taking place at Qtel from 2000 to 2010. Prior to these changes, Qtel was a typical monopoly telephone service provider. In 2000, complaints to the government became so severe that a new CEO was named who is referred to in the case as he is at the company as "Dr. Nasser." Dr. Nasser had a vision for Qtel which can be outlined in the case under the term "Four important realities." These were (1) service had to improve, (2) the opportunity to invest in other telecommunications companies should be exploited, (3) Qtel's monopoly would end and the company needed to be able to compete, and (4) Qtel didn't have the resources (especially human) to address 1,2, and 3. The case discusses how the change process was led by Dr Nasser to achieve his vision and the transformation of the company. , 2012 , Change; strategy implementation; organizational behaviour; organizational transformation; managerial culture; leadership; service; expansion; internationalization; customer orientation (http://www.ccmp.fr/collection-hec-paris/cas-qtel-transformation-in-the-gulf-2)

Education

  • Doctorate of Business Administration, Harvard Business School - USA
  • Master of Business Administration, Harvard Business School - USA

Academic appointments

Academic responsabilities at HEC

  • 2016-2019 Adjunct Professor, Cross-Departmental HEC Paris
  • 2016- Adjunct Professor, Cross-Departmental HEC Paris
  • 2006-2016 Affiliate Professor, Cross-Departmental HEC Paris