In comparison to Fineberg with his University-wide role, Clark is an unknown commodity to much of the Harvard community. Ensconced in the carefully manicured campus across the river, he runs a school long known for its independence from the larger University.

He is credited with changing that perception.

"He's been a very good citizen of the University," says Joan Hutchins, a former president of the Board of Overseers, speaking of Clark's performance as a dean. "He has changed the whole notion of the business school throughout the University. The business school is being seen as having interest in working with the other schools and FAS."

She cites as an example the recently launched doctorate degree in information technology, offered jointly by the Department of Engineering and Applied Sciences and HBS.

But for some, Clark too raises a concern with FAS; they say that without Faculty approval, it could be difficult for him to become president. For FAS, traditionally the University's center of pure scholarship and academia, a president from the business school--with business sensibilities and motivations--might be a bitter pill to swallow.

Clark, 51 and father of seven, is particularly noted for his progressive--and aggressive--approach to technology, a real step for a school that was sometimes stodgy about change. He is known for hacking away at red tape--he is a believer in decentralization, not only between the center and the faculties but between the faculties and their departments. He is known for dispensing with time-sucking bureaucracy, like task forces and committees.

The Baker Professor of Administration, Clark grew up in Washington State and Utah, and is one Harvard degree shy of matching Fineberg. He has a bachelor's, master's and doctorate in economics--all from Harvard.

Immediately after obtaining his Ph.D, he joined the Harvard faculty. He hasn't looked back since. In 1990, he began overseeing the school's technology and operations management.