I have always been convinced that anything but innovative projects and products will succumb. For this reason I was very aware of the fact that – as a contemporary business school – I would not get away with any dean, but only a dean with both an academic background and (for instance) strategic skills.
The authors Ken Kring and Stuart Kaplan of the Korn/Ferry Institute*) focus in their paper “The business school dean redefined” new leadership requirements and how these requirements have a strong influence on business schools.
“Business school deans who will thrive in the coming years will have a different leadership profile from their predecessor.”
In their analysis they concur that the business school deans who will thrive in the coming years will have a different leadership profile from their predecessors, one that emphasizes strategic skills, enterprise management, innovation, and people and relationship effectiveness. All these will be required to forge ahead in business education in the organizationally flat world of academia, and during a time of flat enrollment.
Business schools, the authors write, must innovate, refocus, and restructure, or risk falling behind their academic competitors. Just like private enterprise, business schools are undergoing a fundamental transformation in response to changing student “buyer” values, the Internet, globalization, shifting demographics, and unprecedented economic pressures.
As a result, business schools are hungry for alternatives to the traditional dean candidates, who historically possessed deep backgrounds in core areas such as finance or economics and undertook a more straightforward mandate.
“The idea that future problems can be creatively and wisely solved within silos is so wrong.”
According to their research a new leadership profile for business deans has emerged, one that emphasizes:
People and relationship effectiveness
Sally Blount, the dean of Northwestern University’s Kellogg School of Management draws the conclusion that “the problems of the future are so difficult and so complex that the idea of solving these problems creatively and wisely within silos is so wrong.”
We at the Lorange Institute of Business have renounced on silos right at the start. We did it for the good of good of education of our students.
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*) The Korn/Ferry Institute generates forward-thinking research and viewpoints that illuminate how talent advances business strategy. Since its founding in 2008, the Institute has published scores of articles, studies and books that explore global best practices in organizational leadership and human capital development.