Administration sources, others in the vice president’s office, and a former vice president cited personal chemistry as the key factor in who Summers ultimately picks. Vice presidents serve as the president’s non-academic cabinet, and need to be able to work closely with their boss.

There is no one model for the vice presidency, they said. When James Rowe ’74 was selected in 1994, Corlette said, the federal budget was a particularly pressing issue. With the Gingrich Congress, it was important to bring in someone like Rowe—a Washington native who was an NBC executive in charge of the corporation’s Washington relations.

“I think Neil [Rudenstine] saw me as someone who could hit the ground running on the government side,” Rowe said.

Rowe also brought his vision to bear on the media relations end of the vice presidency, modernizing the news office and the Gazette, Harvard’s news letter.

Rowe was succeeded by Paul S. Grogan, a Bostonian who had spent his career in community development. Grogan had been CEO and President of the Local Initiative Support Corporation, a non-profit organization that provides funding for urban development.

His appointment was seen in the context of Harvard’s entrance into a new phase of physical development. With the large Capital Campaign completed, Rowe pointed out, Harvard was looking to expand.

During Rowe’s tenure it was revealed that Harvard had secretly purchased acres of land across the river in Allston. “Grogan came in with the mandate to blaze the trail in Allston,” Rowe said.

Under Grogan, relations with Boston have been patched—Harvard pledged greater transparency and soothed wounds by contributing to low-income housing programs.