Tom Gilligan

From left, Tom Gilligan, dean of the McCombs School of Business, and Robert Hutchings, dean of the LBJ School of Public Affairs, will step down at the end of the semester, according to a blog post  by UT President William Powers Jr.

Two UT deans will step down at the end of the semester, according to a blog post released Friday by UT President William Powers Jr.

Robert Hutchings, dean of the LBJ School of Public Affairs, and Tom Gilligan, dean of the McCombs School of Business, will be stepping down from their positions, Powers said in the post. The two will join Roderick Hart, dean of the Moody College of Communication, Kevin Hegarty, UT’s vice president and chief financial officer, and Powers in leaving the University at the end of this term.

It is likely the new deans will be named by the next UT president, according to University spokesman Gary Susswein. The next president will be announced in March, according to a UT System timeline.

“Broadly speaking, I think anytime there’s a leadership change in an organization, you see turnover like this,” Susswein said. “Whether it’s Dean Gilligan, or Dean Hutchings, or Vice President Kevin Hegarty who is leaving, you know these are people who have been at UT Austin for a long time and have contributed a lot.”

Gilligan, who could not be reached for comment on his decision to step down, helped shape McCombs into the high-ranking business school it is today, Susswein said. 

“McCombs is one of the best business schools in the country and, especially among public universities, is one of the top, and a lot of that is because of what Dean Gilligan has brought there in terms of developing new programs, in terms of making sure that we have the top faculty and the top students and even in terms of facilities,” Susswein said.

In an email sent to faculty and staff, Powers said Gilligan has helped students prepare for the world outside of academia.

“He has attracted top faculty and students and fostered research that is central to UT’s intellectual climate,” Powers said in the email. “He has also built and expanded multiple programs that support industry while challenging students and preparing them to be leaders.”

Hutchings, who has been dean of the LBJ school since 2010, said that when he took the position as dean, he only planned to stay one semester. 

“We’ve done a lot during my tenure. I feel like I’ve achieved just about all the things we set out to achieve when I first arrived, and it’s been a pretty long agenda of issues and items, so I feel good about that,” Hutchings said.

Hutchings said he will be a visiting professor at Princeton University in the fall and a distinguished fellow at the Woodrow Wilson International Center for Scholars in Washington D.C. in the spring to work on a new book. Following his work at Princeton and in Washington D.C., he said he will return to UT as a faculty member in the LBJ School.

“It’s fairly traditional when a dean steps down, if he’s going to return to the faculty, the old dean leaves town to give a new dean a chance to sort of make his or her own imprint on the place,” Hutchings said.

Whole Foods Market co-CEO John Mackey used to wash dishes at a Houston restaurant, and now he oversees an international chain of organic food stores — a success story Mackey shared with business students at a lecture Thursday night. Tom Gilligan, dean of the McCombs School of Business, led a question-and-answer session with Mackey during which the co-CEO gave his views on his company’s success. Although Mackey studied philosophy as a UT student in the 1970s, he has always been interested in healthy living. In 1978, Mackey borrowed $10,000 from his father to start a natural food store. Two years later, he launched the first Whole Foods with a group of partners. “I’m on fire about the idea of educating people on how to eat,” Mackey said. “Our country is sick, and we spend so much money on health care, but the medical system can’t cure it — only the individual can.” With that, the audience of about 300 erupted in approval. The mission of Whole Foods is to create a synergistic culture between customers, employees, stakeholders and leaders — not just to make profit, Mackey said. While growth is a goal of Whole Foods, spreading healthy food to the world takes precedent in the company’s business model. “We are a mission-driven company,” Mackey said. “We have a mission to sell healthy food and to have a different relationship with our stakeholders.” Fortune magazine ranked Whole Foods one of the “100 Best Companies to Work For” the past 14 years in a row. When asked how Whole Foods motivates its employees, Mackey said you can’t really motivate someone; it’s easier to select enthusiastic people. “Once you create a conscious culture, it selects itself,” Mackey said. “The human condition is to be fundamentally happy, and you have to set up a business for that to flourish.” Mackey’s theory of “Conscious Capitalism,” which drives Whole Foods, has four parts: a business must have a higher potential than to just make money, a stakeholder model recognizing that there are several stakeholders that have interest in the business, conscious leadership and a culture that supports stakeholders and leadership. “Whole Foods is very nontraditional,” Gilligan said. “They are among the pioneers that have taken a novel approach and been successful.” Whole Foods is planning to open wellness clubs at stores in major cities that members can join to get discounts on the healthiest foods. Whole Foods is taking it upon itself to educate people about healthy lifestyle choices, Mackey said. “As a skeptic foodie, I wanted to know if [Whole Foods’] business practices were as conscious as they claim,” said international nutrition junior Jackie Anderson. “You can tell that it’s not just a business goal but a life goal. He cares about the community, and the profit drive is for the stakeholders.”

Whole Foods Market co-CEO John Mackey used to wash dishes at a Houston restaurant, and now he oversees an international chain of organic food stores — a success story Mackey shared with business students at a lecture Thursday night. Tom Gilligan, dean of the McCombs School of Business, led a question-and-answer session with Mackey during which the co-CEO gave his views on his company’s success. Although Mackey studied philosophy as a UT student in the 1970s, he has always been interested in healthy living. In 1978, Mackey borrowed $10,000 from his father to start a natural food store. Two years later, he launched the first Whole Foods with a group of partners. “I’m on fire about the idea of educating people on how to eat,” Mackey said. “Our country is sick, and we spend so much money on health care, but the medical system can’t cure it — only the individual can.” With that, the audience of about 300 erupted in approval. The mission of Whole Foods is to create a synergistic culture between customers, employees, stakeholders and leaders — not just to make profit, Mackey said. While growth is a goal of Whole Foods, spreading healthy food to the world takes precedent in the company’s business model. “We are a mission-driven company,” Mackey said. “We have a mission to sell healthy food and to have a different relationship with our stakeholders.” Fortune magazine ranked Whole Foods one of the “100 Best Companies to Work For” the past 14 years in a row. When asked how Whole Foods motivates its employees, Mackey said you can’t really motivate someone; it’s easier to select enthusiastic people. “Once you create a conscious culture, it selects itself,” Mackey said. “The human condition is to be fundamentally happy, and you have to set up a business for that to flourish.” Mackey’s theory of “Conscious Capitalism,” which drives Whole Foods, has four parts: a business must have a higher potential than to just make money, a stakeholder model recognizing that there are several stakeholders that have interest in the business, conscious leadership and a culture that supports stakeholders and leadership. “Whole Foods is very nontraditional,” Gilligan said. “They are among the pioneers that have taken a novel approach and been successful.” Whole Foods is planning to open wellness clubs at stores in major cities that members can join to get discounts on the healthiest foods. Whole Foods is taking it upon itself to educate people about healthy lifestyle choices, Mackey said. “As a skeptic foodie, I wanted to know if [Whole Foods’] business practices were as conscious as they claim,” said international nutrition junior Jackie Anderson. “You can tell that it’s not just a business goal but a life goal. He cares about the community, and the profit drive is for the stakeholders.”