Strategy ImplementationNorthwestern University Kellogg School of Management

MORS 455, 2018Professor: Ned Smith, ned-smith@kellogg.northwestern.edu, www.ned-smith.com

Teaching Assistants: Yuan Tian, y-tian@kellogg.northwestern.edu; Shelby Gai, shelby.gai@kellogg.northwestern.edu; Hui Sun, hui.sun@kellogg.northwestern.edu

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Two-thirds of business and corporate strategies fail not due to poor strategy or flawed logic but poorexecution. However smart a new strategy may be, it takes informed managers, strong leadership, andenlightened organizational design to make it a successful one. This course focuses on strategy implementation,with emphasis on the organizational structures, both formal and informal, decision making processes, andevaluative practices that facilitate the successful attainment of strategic objectives. This class is not aboutdesigning business strategy, per se (though this important task will not be ignored), but rather designingorganizations (as well as the groups and teams within them, and alliances partnerships between them) toexecute on strategy. Our guiding framework involves applying principles of organizational architecture andsocial organization to mobilize the necessary resources to pursue one’s strategic goals and create value.

Students will learn managerial tools and techniques for aligning an organization’s formal and informal structureswith its strategic goals. Additionally, students will analyze firm- and market-level data using techniques derivedfrom network analysis and graph theory to answer questions ranging from competitive firm positioning andstrategic partnering to how to organize one’s employees to both create new value and deliver on existing value(i.e., explore versus exploit). The course uses a combination of teaching and learning techniques includinghands-on data analysis and “rapid prototyping labs,” lectures, case studies, and direct interaction with outsideexecutives.

Evaluation will be based on active participation, pre- and post-class assignments, a 3/4-term exam, and a finalproject. You can find the course pack at https://www.study.net/Kellogg. Additional (free) readings are posted on canvas.The core reading and review material for the course will be the slide deck.

Session 6 Session 7 Session 8 Session 9 Session 10

Informal Structure: Balancing Innovation, Execution, & Learning

Pathologies of Closure

Asch, GroupthinkThe M ilgram Experim ent: A

Reinterpretation

Knowledge M anagem ent & Learning

BP-X

Strategic AlliancesEcosystem s & Networks of

Alliances

Toyota

1st & 2nd Degree Alliance W orksheet

Interpersonal Alliances

Entry & Buy-in

Fram ing & Reputation

Charlotte Beers

3/4 Exam90 m inutes. Single, one-sided sheet of notes allowed. Use

exam booklet or laptop.

Mid-Term Exam,Debrief

Disk Drives & Disruptive Innovation

Industry Networks / I-O Tables

Designing “Social Strategies”

Social “Failures”: M eet, Broadcast, Find, Interact

Social “Solutions”

AM EX

Rapid Prototyping Lab #2Design and present a social

strategy for an in-class client

Leading into the Future: Strategic and

Organizational AgilityLet’s build a circus!!

K-E-C“Kill the Company”

Interpretive Flexibility in MarketsInstitutional Entrepreneurship

Wrap up and Goodbye

W atch elBulli videos; Read BP-X case(s), Subm it assignm ent

Subm it assignm ent Study for Exam . Slides, class notes, and case questions.

Read AM EX case, Subm it assignm ent

Subm it Assignm ent

Course Overview(detailed information on each class session and assignments on pages to follow)

Session 1 Session 2 Session 3 Session 4 Session 5

Strategy & OrganizationBIC

Introductions & Course Requirem ents

Strategy

Organization

Grouping, Linking, Processes & System s

Group assignm ents for final

project

Formal Organizational Structure & Design

Appex & Perform ance M etrics

Rapid Prototyping Lab #1The Sw iss W atch Industry

Design an organizational chart to m anage a m assive (100+ com panies) m erger in the

Swiss watch industry. Define a strategy and design a

structure to align with that strategy.

Informal Structure: Organizing for

ExecutionSocial Closure, Trust, & High-

Perform ing Team sM ac; IBM “Black Team ”

M anaging Reputation

W orking Under ClosureConnectivity & Stability

Lehm an Brothers

Informal Structure: Organizing for

InnovationBrokerage, Vision, &

CreativityGene Stoner & the M -16

Affym ax

The Diversity Prediction Theorem : Applications of…

Calculating and interpreting your network statistics

Technical Lab Doing Network Analysis: The Com pany Behind the Chart

Doing Network Analysis: Industry Networks &

Com petitive Positioning

Final project in-class workday in break-out room s

Pre-class reading, Subm it assignm ent, LI data download

Read Appex case, Subm it assignm ent

Read Lehm an Brothers case, Subm it assignm ent

Fill out network survey Download Gephi and various datasets. Bring laptop.

Note: Each “Session” corresponds to a week (a day for PT and 1Y). The dotted line roughly corresponds to first ½ and second ½ content.

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Topic Details1. Strategy&OrganizationIn addition to (re)defining strategy & organization, this session introduces the vehicle through which theleadership of organizations and firms can effectively occur.This vehicle is the “structure” of the firm.We’ll discussstructure as consisting of three basic—grouping, linking, and systems and processes—and consider variouscompanies to highlight the advantages of creating a structure that supports your strategy (and converselymaintaining and executing a strategy that aligns with your structure). We’ll also discuss a general framework forevaluating whether or not firms’ strategies display strategic“logic.”

IMPORTANT NOTE: “CP” indicates that a reading is in the Course Pack. “W” denotes that a reading is posted on Canvas and is NOT in the CP.

Pre-Class Reading (These are things you are expected to read prior to class.)1 – This syllabus. Read in full. Circle anything that doesn’t make sense and ask me about it in class.2 – Pre-class reading slides. (W)3 – External Context: Industry Analysis. Ch. 6 in SSP (W, this reading may be a review for you on industry analysis, though you may find that ituses some new terminology)

Pre-Class Assignment (These are questions you are assigned to answer and submit prior to class. Your responses must be uploaded toCanvas by 9am on the day of class. For Evanston sections, the assignments for Weeks 3, 4, 5, and 8 are due the morning of the second classsession during the week. For all other weeks, the assignment is due the day of the first class.).1 – Define “strategy.”2 – What is the strategy of your last / current employer?3 – Define “organization.”

Post-Class Optional Reading (I recommend that you at least download these readings each week to skim and read the ones that interest you.)

The Strategy Concept I: Five Ps for Strategy (CP)Core Competence of the Organization (CP)

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Topic Details2. Formal Organizational Structure&DesignThe manager’s function is not to make people work (try it sometime, it won’t be pleasant for you), but to make itpossible for people to work (DeMarco and Lister, p. 34). Effective organizational design is the mechanism to achieve thisoutcome. But what does it all mean? “The traditional search for competitive advantage in terms of specificproducts, technology, or production processes is obsolete. You won’t find it there any more. The only real,sustainable source of competitive advantage lies, instead, in an organization’s ‘architecture’—the way in which itstructures and coordinates its people and processes in order to maximize its unique capabilities over the longhaul, regardless of continuous shifts in the competitive landscape.” (Nadler and Tushman, p. viii). In this session we willexplore this remarkable shift in the nature of competitive advantage. We will identify how organizationalstructure provides managers with the tools to create lasting competitive advantage. Specific topics will includeinternal fit, strategy-structure alignment, organizational design at the operational and enterprise levels, theprocesses of design, and how to know when to redesign an organization.

Pre-Class Reading1 – Appex Corporation (CP)

Pre-Class Assignment

1 – What is the nature of the cellular industry and what are the key success factors for Appex? (If you are familiar with Porter’s Five Forces,you might opt to do a quick F.F. analysis).2 – For each of the organizational structures presented in the case (entrepreneurial, circular, functional, product teams, divisional) how aretasks grouped? How are the organizational units linked/integrated with one another?3 – Were all of the changes in structure necessary?

Post-Class Optional ReadingOrganizational Alignment: The 7-S Model (CP)Competing by Design (book by Nadler and Tushman, available on Amazon and at other retailers)

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Topic Details3. Informal Structure: Organizing for ExecutionWe now appreciate the power of formal organizational structure, but what about informal structure? What aboutthe “Company Behind the Chart” (Krackhardt and Hanson 1993). Significant value can be harvested from the socialstructure that exists both within and between organizations.This session will introduce you to some of the basicelements of social network theory and the two engines of "social capital," brokerage and closure. Closure, ourfocus here, is a strategy for delivering on a known value stream. Dense social ties facilitate trust, drive alignment,generate efficiencies, and lower the cost of monitoring. We will learn about companies who are successful atcreating and benefitting from social closure and analyze the organizational and environmental conditions underwhich doing so is optimal. Shifting gears, we will consider what it is like to work under closure and discusscareer concerns—both positive and negative—of working in a closed social system. In this session we will alsoexplore the critical role that networks play in building trust and reputation.

Pre-Class Reading

1 – Rothschild, M. 1992. “The Henderson Revolution.” Upside Magazine. (W)2 – Lehman Brothers (CP)

Pre-Class Assignment

1 – How would you describe the internal (informal) structure of the equity research division when Jack Rivkin takes over? What informationfrom the case are you relying on to make this judgment?2 – How would you describe the position of the equity research division within Lehman? Again, what information from the case are you relyingon to make this judgment?3 – How much would a competitor need to pay you to leave Rivkin’s team? (Ignore the fact that Lehman ceased to exist many years later).

Post-Class Optional Reading

Greif, A. 1989. “Reputation and Coalitions in Medieval Trade: Evidence on the Maghribi Traders.” Journal of Economic History. (W)Granovetter, M. 1985. “Economic Action and Social Structure: The Problem of Embeddedness.” American Journal of Sociology. (W)

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Topic Details4. Informal Structure: Organizing for InnovationIn contrast to social closure, brokerage is a strategy for creating new value. It involves the recombination ofunique sets of knowledge and is a key driver of creativity and innovation. Successful leaders read both marketsand organizations to figure out what to do, and who to involve to get things done. We will discuss severalcompanies that effectively utilize principles of social organization and brokerage to innovate.We will analyze dataat individual, firm, and market levels to understand the value generating potential of brokerage. Additionally, wewill explore the dual roles of independence and diversity that underlie the benefits of social brokerage. As we willcome to see, these are also the key ingredients behind the “wisdom of crowds” concept, or collectiveintelligence more generally.

Pre-Class Reading

1 – Managing in the White Space (CP, This reading is not meant to insult your intelligence, though it is very juvenile. If you’re lost, you’ll learnat least a little bit by reading this article. If you’re not lost, this is a quick read)

Pre-Class Assignment

Fill out the network survey linked here: www.ned-smith.com/mors-455-strategy-implementation/ (password = MORS455)

Post-Class Optional Reading

Burt, R. 2004. “Structural Holes and Good Ideas.” American Journal of Sociology. (W)Beckman, C. & P. Haunschild. 2002. “Network Learning…” Administrative Science Quarterly (W) Rowley, T., Behrens, D., & Krackhardt, D. 2000. “Redundant governance structures…” Strategic Management Journal (W)McEvily, B. & Zaheer, A. 1999. “Bridging ties: A source of firm heterogeneity in competitive capabilities.” Strategic Management Journal. (W)Shipilov, A. V. & Li, S. X. 2008. “To have a cake and eat it too?...” Administrative Science Quarterly (W)

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Topic Details5. Technical LabDay: DoingNetworkAnalysis – The CompanyBehind the ChartToday is about doing hands-on data analysis. I will provide instructions (and code) to access one or moredatasets and software. Bring your laptop. If you do not have a laptop, be sure to sit next to someone who does.We will analyze real-world network data from a medium-sized electronics firm together in class.Time permittingwe will also analyze industry input-output data using some basic matrix algebra and tools derived from graphtheory. By the end of the session you should be able to create and manipulate network datasets, read them intoone or more software packages, visualize network data, and compute basic network statistics at the level ofindividuals, groups, and organizations. Do not miss this day. (Do not miss any days, but definitely do not miss thisday).

If time permits, you will spend any remaining time working with your project group teams to analyze thenetwork data you have collected.

Pre-Class Assignment

- All required downloads are located or linked here: www.ned-smith.com/mors-455-strategy-implementation/ (Password = MORS455)- Download and install “Gephi” to your laptop- Download “Electro” dataset to your desktop- Download “MORS455-LI” dataset to your desktop (we may not have time to analyze this in class)- Download “IO” dataset to your desktop (we may not have time to analyze this in class)

Post-Class Optional Reading

Krackhardt, D. & J.R. Hanson. 1993. “Informal Networks: The Company Behind the Chart.” Harvard Business Review. (W)

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Topic Details6. Informal Structure: Balancing Innovation, Execution, &LearningValue is created by brokerage, but it is delivered by building a strong team around brokering ties. In this session,we’ll go deeper into what it means to optimize for both brokerage and closure and extend the critical linkbetween reputation, organizational structure, and performance. We will reframe our discussions of social capitalusing the related business terms of exploration and exploitation and draw important comparisons and contraststo those ideas. In part two we will extend the concepts of brokerage and closure to explore an increasinglyimportant business practice: knowledge management.

Pre-Class Reading / Watching

1 – British Petroleum: Focus on Learning (CP)2 – Unleashing the Power of Learning (CP)

Pre-Class Assignment

1 – What makes learning difficult? (Your answers need not related to BP-X).2 – Is BPX well positioned to be a learning organization? Why or why not?

Post-Class Optional Reading

Hansen et al. 2001. “What’s your strategy for managing knowledge?” Harvard Business Review. (Available upon request)Smith, E.B., & Y. Hou. 2015. “Redundant heterogeneity and group performance.” Organization Science. (W)

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Topic Details7. Strategic Alliances“As we move further into the twenty-first century…most organizations will take on high degrees ofspecialization—and, therefore, rely more heavily on others to perform business functions that fall outside thosespecialties. Clearly, we need a more systematic understanding of what it takes to enhance performance acrossbroad networks of participants” (Hagel III and Brown). The scope of organizational design is expanding. Asorganizations continue to focus on their own core competencies—and rely on other organizations tosupplement those competencies—effective strategic managers must consider issues of architecture andorganizational design on an intra-firm basis. We will review several of the most basic decisions in strategicalliances and dive deeper into matters involving the architectural design of alliance networks and businessecosystems.

For the second half, we will extend our discussion of strategic alliances to analyze alliances at the interpersonallevel. Specially we will investigate why and when individuals sometimes must rely on strategic partners, animportant kind of strategic alliance, to get their ideas heard.

Pre-Class Reading

3 pre-class slides.

Pre-Class Assignment

Please write about a time when a person/people didn’t hear your idea/initiative/suggestion, but they should have. What was the idea? Who didyou talk to about the idea first? How did you vet the idea? Did you tweak your idea? In what way did you tweak your idea? What value wouldthe idea bring? To whom? Who could implement the idea? Now generate two to three explanations about why your idea failed to gaintraction. (You do not need to answer each of these questions, necessarily. They are just to get you thinking).

Post-Class Assignment (tentative)

1 - Imagine you want to change industries post Kellogg. Where in the class network (first and second degree ties) is your next job located? (Ifit’s not represented, how do you plan to get that new job?). 2 - Is there anyone in class for whom you are the right strategic partner?

Post-Class Optional Reading (extending ideas of partners in unique and interesting ways)

Hagel & Brown. “Productive Friction: How Difficult Business Partnerships Can Accelerate Innovation” (CP)Sgourev, S. V. & E. W. Zuckerman. 2006. “Improving Capabilities Through Industry Peer Networks.”MIT Sloan Management Review. (W)St

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Topic Details8. 3/4-TermExam&ExamDebriefYou will have 90 minutes to complete the mid-term exam. You will need a pen, pencil, or laptop (with wifi turnedoff). You are allowed one single sided sheet of notes for the exam. We will discuss the format of the exam inclass.There is a short practice exam posted on Canvas.

We will spend the session immediately following the exam debriefing it. We will take as much time as necessaryto do this. Debriefing the exam is an extremely important learning opportunity, as research shows thatforgetting information (as is inevitable, especially in a demanding environment such as this one) and subsequentlyrelearning it adds significantly to a person’s ability to retain new information. An additional benefit is that youshould have a fair idea of your absolute (though not necessarily relative) performance on the exam by the end ofthe session.

We will spend any remaining time exploring three possible topics: disruptive innovation, mapping industrynetworks, and strategic mindsets.

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Topic Details9. Designing “Social Strategies”A natural extension of strategic alliances is engaging in the co-creation of value with your customers (or users,donors, etc). Doing this effectively requires developing a “social strategy.” “Social strategy” is not what you thinkit is. Rather, developing effective “social strategies” requires a major shift in the way organizations interact withtheir target audiences. The core message of this session is this: To have a functioning social strategy, it isnecessary to build a unique social solution that addresses a social failure by improving relationships amongcustomers if and only if those customers undertake, knowingly or unknowingly, a set of organizational functionsthat directly benefit your organization. A mouthful? Yes. Fear not. We will break it down into digest-able piecesand not leave until we get it. We will consider several examples of organizations, firms, and social movementsthat have developed and executed successful social strategies according to this criteria. In the second half ofclass we will design one or more social strategies for a visiting organization.

Pre-Class Reading

AMEX (CP)

Pre-Class Assignment

1 – Rank AMEX’s Members’ Project / Members Know / OPEN Forum / Link-Like-Love according to how valuable you think each program wasfor AMEX. You might decide that one or more projects created no value for AMEX, and presumably should be scrapped. If so, state thisexplicitly.2 – How did you make your ranking? What method did you use to reach your answer?

Post-Class Optional ReadingCo-opting Customer Competence (CP)

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Topic Details10. Leading into the Future: Strategic andOrganizational AgilityIf a competitive environment is slow to shift, a well articulated and executed strategy can be a source of sustainable competitive advantage. If a competitive environment is dynamic, but predictable, then a well articulated and executed strategy (especially one focused on continual innovation) can be a source of sustainable competitive advantage. But what if a competitive environment changes, and those changes are difficult or impossible to predict? Sustainable advantage in such environments derives from an organization’s ability to identity and move from one short term competitive advantage to another. Agile organizations are built to do exactly this. In this session we will define strategic and organizational agility, develop a framework for measuring both concepts, and learn four techniques for building agile organizations.

Pre-Class ReadingAmazon Shareholder Letters, 1997 and 2016

Pre-Class Assignment

1 – “Complicated” and “complex.” How are these two concepts different from one another? How are they related?2 – “Flexible” and “Robust.” How are these two concepts different from one another? How are they related?

Post-Class Optional ReadingAgility and Organizational Design: A Diagnostic Framework (CP)

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Topic DetailsProjectNetwork analysis has permeated the analytical toolbox of many of the world’s most innovative companies. Firms, both large and small, have begun to use the tools of social network analysis (SNA) and graph theory (GT) to understand the collaborative structure within their organizations and the collaborative and competitive structures in their respective markets. In the early days of SNA much of the work was conducted by boutique consultants. Today, many of the largest consulting firms have specialists in this area and many companies such as Google have built robust internal teams with this talent. Despite the revolutionary change in the practice of SNA over the last decade, the basic workflow of conducting a SNA remains the same. Five steps in particular are universal and do not vary by industry, organizational size, or other firm characteristics. These steps are:

1 - Select a bounded social unit as the target of the SNA. This could be a division in a firm, an entire organization, or a cluster or industry. 2 - Once a bounded unit is selected, learn about the context and ask: (1) what are the relevant entities (i.e. who are the people who should be included in

the study); (2) what are the relevant relationships (i.e. friendship, advice, co-investment, and so on); and, finally, (3) what are people trying to achieve with these relationships (i.e. generating more innovative ideas, getting promoted, getting in on the best deals, or something else)?

3 - Once these are determined, the SNA will require the analyst to ask the relevant entities about their relationships. This is done through what is called a “Network Survey” (though increasingly is being done using digital trace data such as email and IM logs, cell phone communication, geotagging, and so on).

4 - Once the surveys are completed, code and analyze the data. After coding, analysis typically consists of visualization and calculating various measures at the level of individuals, groups, and the full network.

5 - Interpret. Now that you have the data, you are likely to see patterns that you may have or have not expected which now need to be interpreted and explained.

Your task for the final project is to conduct a SNA on a bounded social unit of your choice (except this class). I would recommend—for purely time-related reasons—choosing a social unit that is somewhere between 20-100 people. I am OK with smaller units as well as larger ones, but smaller units may not be as interesting and larger ones may become unmanageable in such a short period of time. After choosing the setting, describe why it is interesting/important, who will consist of your relevant entities, and what are meaningful relationships that exist between these people (and why?). Finally, describe why you think that networks may matter here and for what? Develop and conduct a survey with two components. First, ask two to five network questions. The simplest, and often most appropriate prompts are: who do you report to? (formal structure), who do you consider a friend?, and who do you go to for work-related advice? You also might think of other relational prompts that are of interest, such as who would you like to communicate with, but currently do not?, who do you trust?, etc. Second, ask 5-8 questions about people’s background, views on work, and/or achievements. These could include: Where did you go to undergrad, how many years of experience do you have, and so on. With respect to achievements, you can ask questions about work satisfaction, feelings of success, etc. You will gather your data using an online survey tool that you will adapt from a template I have built. If the organization is willing to share additional data such as performance metrics or pay, great, but this is not required or expected. After you have collected your data, code and analyze it. Interpret. What is interesting and unexpected. Make some predictions about peoples outcomes (will someone leave, get promoted, have a brilliant idea), and justify them based on what you know of the context, network theory, and your own intuition. Contrast the formal and informal structure. Did anything surprise you? Who is likely to be an opinion leader in the organization? If people are unable to access the people they want to talk with, why?

You have one final deliverable: A presentation with your analysis and interpretation to the client you choose. Your presentation should contain 3-5 core insights and suggestions for the client. You will video record your presentation, including Q&A (if permitted by the organization), and hand in the recording to me to fulfill your final project requirement.

For more information, including important notes on issues of confidentiality, go to: www.ned-smith.com/mors-455-strategy-implementation/(Password = MORS455)St

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Deliverables & Grading(Individual) Preparation&Participation (20 pts)- You are expected to attend all class sessions and participate in class discussions. Attendance does factor into your participation

grade. I take attendance by taking a panoramic picture of the classroom at the very start of class. You should read this to meanthat you have a strong incentive to be on time so as not to miss the picture.

- Preparation for class involves a) reading the assigned materials, and b) completing and submitting any assigned pre-class work. Ifyou are not prepared to answer the pre-class preparation questions, you are not prepared for class. You are free to attend classeven if you are unprepared, though please place your name card face down so that I do not call on you. Otherwise, please haveyour name card visible for all class sessions as I take this to mean you are prepared and may field questions during class.

- You may contribute to class discussions in many different ways: Asking clarifying questions; Explaining and justifying yourpreferred course of action; Identifying key issues in a reading; Building on discussion using (relevant) personal experiences andother supplementary material (e.g., news, logic); Listening to your colleagues and engaging them in constructive dialogue anddebate;Advancing critical evaluations of arguments and evidence.

(Individual) Pre-class assignments (20 pts)- Pre-class assignments are due (via Canvas) by 9am on the day of class.- The purpose of these assignments is not to intimidate, annoy, or infantilize you, but rather to ensure meaningful classroom

discussions by incentivizing reading and preparation.

(Group) Final Assignment (30 pts)- In addition to a group-level grade, each member of the group has the option to complete individual evaluations of other group

members which can factor into an individual’s grade on this assignment.

(Individual) Mid-TermExam(30 pts)- The exam will involve no books or notes.You may take the exam on a laptop (wifi disabled) and upload your answers to Canvas.- The exam is worth a major component of your final grade. I believe that the material covered in this class is so important for

your professional development that I view individual mastery of the material as priority number one in this course.- The exam is worth 40 pts and will consist of 20-25 questions. The goal of the exam is to ensure that you can (1) discuss the

concepts introduced in class without having to look them up, (2) apply the concepts to organizational, managerial, and strategyrelated scenarios, and (3) read and interpret the kinds of charts, tables, and graphs to which you will be exposed throughout thequarter. The exam is designed not only to assess your learning, but extend it.St

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Final Grading & EtiquetteYour final gradewill be calculated as follows- 30 pts Mid-Term Examination + 20 pts Class Preparation & Participation + 20 pts Pre-Class Assignments + 30 pts Final

Project = 100 possible points.- Final grades will be assigned according to Kellogg grading rules and standards.- You may ask at any point where you stand in terms of your grade and trajectory in the class. Following class 5 I will

post your first-half participation grade (out of 10 points) on Canvas. Your midterm exams will be posted by the end ofweek 7, but you will already had a good sense of your performance on that exam from the in-class debrief.

RegradingAny requests for re-grading must be submitted within 10 days of the receipt of the grade, per Kellogg policy. The requestmust include an explanation of why you believe the grade to be in error.

Course&ClassroomEtiquetteYou are expected to adhere to the general principles of Kellogg’s Classroom Etiquette Policy, as described on the Office of Student Life website: http://www.kellogg.northwestern.edu/stu_aff/policies/etiquette.htm

You are expected to adhere to the Kellogg Honor Code, as described on the Office of Student Life website: http://www.kellogg.northwestern.edu/stu_aff/policies/honorcode.htm

Per requests from your own classmates, I strongly discourage the use of laptops or mobile phones in class, unless instructed otherwise. Tablets are fine when used without a keyboard though you should have no reason to be connected to wifi during class time, unless instructed otherwise. Also, see this: https://www.brookings.edu/research/for-better-learning-in-college-lectures-lay-down-the-laptop-and-pick-up-a-pen/.

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