Hal Sirkin
Harold Sirkin

Adjunct Professor of Strategy

Print Overview

Harold Sirkin is a Senior Partner and Managing director at the Boston Consulting group in Chicago, IL. He received his Masters of Business Education from the University of Chicago, as well as his Bachelors of Science in Economics from the Wharton Business School at the University of Pennsylvania. He has authored two books and numerous articles and columns in such publications as the Harvard Business Review, Business Week and Time.

Print Vita
Masters of Business Education, 1981, University of Chicago
B.S., 1980, Economics, Wharton School of Business, University of Pennsylvania

Other Professional Experience
Sr. Partner and Managing Director, Boston Consulting Group, 1981-present

Print Research

Print Teaching
Full-Time / Part-Time MBA
International Growth Lab (INTL-931-0)
International Growth Lab offers students from Kellogg and its overseas business school partners an opportunity to work together on growth strategy projects for international organizations. This four-month experiential learning course blends traditional classroom learning with real-world problem solving, client service and cross-border teamwork. Under the supervision of a Kellogg faculty member, teams of 4-6 Kellogg and partner school MBA students work directly with senior management teams to devise market-based growth strategies for their companies. The course has three primary educational objectives. First, it allows students to apply their management skills and experience to a practical, real-world growth challenge facing an international business. Second, the course is intended to deepen students’ understanding and appreciation of international markets, business practices and cultural norms. Finally, Growth Lab offers students the chance to continue developing their teamwork and analytic problem-solving skills in a cross-cultural context.
Students who enroll in International Growth Lab must be free to travel over spring break and after taking spring quarter finals. They must also be available for team check-ins on Sunday nights and Monday mornings.

Globality (MGMT-930-A)

Formerly INTL-930-A

Once upon a time, globalization was viewed as a one-way street – multinational companies from the developed world (North America, Japan and Western Europe) used very low cost labor (less than $1 per hour) from the developing world to produce parts and products at substantially lower costs. As the multinationals were outsourcing production to low cost locations, they were also inadvertently teaching entrepreneurs in those countries to produce products with higher quality and lower costs as well as how to market them in the developed world. A significant number of these firms succeeded in challenging the incumbent multinationals and became multinationals in their own right. Some have even become number one in their industries – BYD Battery, Johnson Electric, Embraer, Wipro. They are no longer challengers – they are the new incumbents. And many of these companies (like Tata) are purchasing the traditional incumbents (like Corus Steel and Jaguar) for their brands, talent and access to markets. At the same time, a billion people are leaping from poverty to being early stage consumers. These next billion consumers are no longer looking for the calories to survive the day – they are buying mobile phones, two wheeled vehicles and consumer products. They are improving their housing and using the banking system. They are improving their lives and their life expectancies. They are creating new demand. In this course, students will explore why this happened, the change in global dynamics, the countries that are spawning these companies, the companies themselves and what they are doing differently to change the economic equations. This new two-way street (“Globality”) is the megatrend that managers will be riding and fighting for the next 10 to 20 years in the business world. Knowledge of how the global economy will continue to evolve and how to ride the resulting tsunami will bring competitive advantage to the companies and management teams that understand and embrace the changes.