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James B. Shein
James B. Shein

MANAGEMENT & STRATEGY
Clinical Professor of Management & Strategy

Print Overview
Professor James B. Shein is Clinical Professor of Management & Strategy and also is part of Kellogg’s Larry and Carol Levy Institute for Entrepreneurial Practice. He teaches Managing Turnarounds (MGMT 934) and Entrepreneurship and New Venture Formulation (ENTR 462). Professor Shein is also counsel at McDermott, Will & Emery with primary areas of practice including corporate financial and operating restructurings, business startups and acquisitions, and fiduciary duties of officers and directors.

Previously, Professor Shein spent four years as the president and chief executive officer of R.C. Manufacturing and ten years prior to that as president and chief executive officer of Northbrook Corporation.

Professor Shein has chaired programs at the Federal Reserve Bank of Chicago on the outlook for the troubled steel, textile and plastics industries. Professor Shein conducts seminars and workshops on commercial loan structuring and workouts for the Bank Lending Institute and the Banking Law Institute. His work with corporate director led to his article, “Trying to Match SOX: Dealing with New Challenges and Risks Facing Directors,” published in The Journal of Private Equity, 2005.

A frequent lecturer and author on corporate renewal, he has been highlighted on National Public Radio programs as an authority on restructuring and downsizing. He was elected by his peers as Vice President of the Turnaround Management Association, an international organization of 7,000 turnaround, bankruptcy, and restructuring professionals, and is on the International Board of Directors.

Professor Shein graduated with an engineering degree from Purdue University and then earned an M.B.A. from Indiana University. He also holds a doctoral degree in organizational behavior from Indiana University. He later received his juris doctor degree, cum laude, from Loyola University of Chicago, where he was lead articles editor of the Law Journal.

Areas of Expertise
Entrepreneurship (Includes: Small Business Management)
Small Business Management (Includes: Entrepreneurship)
Turnaround Management
Venture Capital and Private Equity
  • Recent Media Coverage

    WBBM-AM: - 6/1/2009

    Bloomberg: Weil Gotshal May Reap $230 Million in Fees If GM Goes Bankrupt - 4/7/2009

    Buckley’s Weblog: Five Critical Changes Themes from the Kellogg School Turnaround Conference - 4/6/2009

    Bloomberg: GM Use of Surgical Bankruptcy to Survive Will Encounter Delay - 4/2/2009

    See all Kellogg in the Media
Print Vita
Education
JD, 1997, Loyola University of Chicago School of Law
PhD, 1968, Indiana University
MBA, 1966, Indiana University
BS, 1964, Engineering, Purdue University

 
Print Research
Research Interests
Corporate renewal, turnaround management, legal issues in corporate finance, restructurings, start-ups and acquisitions, fiduciary duties of officers and director

Articles
Shein, James B.. 2005. Trying to Match Sox: Dealing with New Challenges and Risks Facing Directors. Journal of Private Equity. 8(2): 20-27.
Abstract
Cases
Shein, James B., Nathan Haines, Matthew Horstmann, Tobias Kaulfuss, Craig Koester, William Koo and Juan Lariz Landin. 2008. Parmalat USA Turnaround. Case 5-208-253 (KEL356).
Abstract
Shein, James B. and Loredana Yamada. 2008. Sara Lee: A Tale of Another Turnaround. Case 5-108-009 (KEL353).
Abstract

 
Print Teaching
Teaching Interests
Entrepreneurship and Management
Full-Time / Part-Time MBA
Entrepreneurship & New Venture Formulation (ENTR-462-0)

This course counts toward the following majors: Entrepreneurship & Innovation, Management & Strategy

In this course student teams write and present business plans for new ventures. The emphasis of this intensively interactive and uniquely structured course is on applying concepts and techniques studied in various functional areas to the new venture development environment. In preparing the business plan, students learn to screen for effective venture ideas, identify and define the fundamental issues relevant to the new venture, identify the venture's market niche and define its business strategy, and determine what type of financing should be raised--how, when, by whom and how much. A solid understanding of business basics is required. Actual business plans are used to address these issues. Prerequisites: All core courses or second-year status.

Managing Turnarounds (MGMT-934-0)

This course counts toward the following majors: Entrepreneurship & Innovation, Management & Strategy

This course focuses on how to recognize, analyze and deal with the special problems of organizations facing turnarounds or crises. The course covers a framework that encompasses early warning signals to detect problems, then takes students through basic and advanced turnaround techniques and examines how to return to leadership. The multi-discipline causes and cures for turnarounds, including marketing, finance, strategy and human relations, are discussed. These principles apply to helping many different types of organizations, including early stage companies, mature corporations (or underperforming units of same) and not-for-profit organizations. The use of corporate bankruptcy as a sword or shield is also covered. Cases are assigned to teach how entrepreneurs and leaders of more mature companies have successfully and unsuccessfully dealt with serious problems.