Faculty Retreat

November 4, 2011

Agenda9:00 Introduction and Curricular Implementation Timeline 

9:10  Update on School Strategy and Sector Role

9:30 Sector Integration in the Curricular Redesign

11:00 Break

11:15 Creating Innovative Curricular Pedagogy

12:30 Lunch

Fall 2011 Fall 2013

Curricular Experimentations

Design Period

February 21‐22: AACSB Site Visit

March 2: Faculty Retreat

Graduate Curricula to FPC (12/15) & Faculty (1/20)

Full Curricular Rollout

Resourcing & Proposal Process

Experimentation Assessment Process

Curriculum Implementation Process

Spring 2013Spring 2012 Fall 2012

Undergrad Curricula to FPC (11/17) & Faculty (12/6)

Our Strategy

Faculty RetreatNovember 4, 2011

We are on a Journey . . .  Everett W. LordFounding Dean College of Business Administration (1913)

His Philosophy … Concept of Business - “Great purpose of business is service to society”

Concept of Ethics - “Science of personal conduct”

Personal Success - Virtuesof honesty, truthfulness, integrity, and reputation (“Monument of Success”)

ENTREPRENEURSHIP

ORGANIZATIONAL BEHAVIOR

OPERATIONS & TECHNOLOGY MANAGEMENT

FINANCE

INFORMATION SYSTEMS

STRATEGY & INNOVATION

ACCOUNTING MARKETS, PUBLIC POLICY, & LAW

PUBLIC & NONPROFIT

MARKETING

School of Management  2011‐2012 Focus

Values:  Integrity, Innovation, Collaboration, Accountability, Leadership, Respect

Vision:  Creating Value for the World

Mission: We prepare innovative and ethical leaders who understand the impact of business on society and create value for the world. Our students comprehend organizational systems, the vital role of leadership, and the forces transforming the global economy. We generate scholarly knowledge and insights that advance management practice through our research, teaching and community engagement.

Successful AACSB Accreditation Review

Goals:

Enhance Student Experience

Develop Innovative Curriculum & 

Sector Presence

Build Alumni Engagement

Broaden Faculty Contribution

Develop & ManageResources Effectively

•Create comprehensive research infrastructure• Develop  academic departmental strategies• Expand faculty development efforts in research and teaching• Recruit additional faculty•Engage faculty in alumni and corporate activities

• Increase frequency and variety of alumni events, including life long learning• Create young alumni programs• Revitalize Dean’s Advisory Board• Increase Class Gift and Annual Fund  participation• Develop strategy for parent  and corporate engagement

• Develop revenue enhancement strategy• Establish Distinguished Speakers Series• Create technology enabled classrooms• Improve internal and external communication processes• Address space needs• Achieve fundraising goals

• Foster world class career services• Improve student service processes• Pilot mentoring program• Expand and integrate experiential learning opportunities• Improve satisfaction measures

• Establish curricular priorities• Create, approve, and begin implementation of curricular revisions• Integrate sector emphasis in research and teaching• Develop ethics/social responsibility and globalization initiatives• Refine executive education strategy

SMG Mission Statement

We prepare innovative and ethical leaders who understand the impact of business on society and create value for the world. Our students comprehend organizational systems, the vital role of 

leadership, and the forces transforming the global economy. We generate scholarly knowledge and insights that advance management practice through our research, teaching and 

community engagement.

Our Strategy 

The Role of Sectors

Why Sectors?

• Listened to Faculty, Students, and Alumni• Fall 2010 Strategic Task Forces Identified Specific Sectors

• Refined at Spring 2011 Faculty Retreat• Differentiate SMG from Competitors

Why Sectors?

• Consistent with Vision– Creating Value for the World

• Focus on Areas with Greatest Value Creation Potential– Financial– Impact on Society– Job Creation

• Opportunity to Capitalize on BU Capabilities

SMG Mission Statement

We prepare innovative and ethical leaders who understand the impact of business on society and create value for the world. Our students comprehend organizational systems, the vital role of 

leadership, and the forces transforming the global economy. We generate scholarly knowledge and insights that advance management practice through our research, teaching and 

community engagement.

How Establish Sector Presence?

• Research – Establish research centers to provide compelling sector focus 

• Teaching – Integrate innovative field based  sector projects, and add sector‐based cases. Introduce courses with sector focus

• Community Engagement – Build strong relationships with corporations within sectors

“What About My Management Discipline?”

• Disciplines = Our “Bread and Butter”• Strength in Disciplines is Essential• Most Have Natural Overlap with Sectors

– Research, Teaching, Community Engagement

• Potential for Management Discipline‐based Research Centers

Sector Engagement

Management Disciplines

SectorsResearchTeaching

Community Engagement

Health Sector TodayStudents, Faculty, and Research

163 HSM students, active alumni, good industry linkagesResearch: 29 faculty identified current research in areas including

Transformation of health care delivery and financingScience policy and economics of innovationEmerging models for innovationConsumer judgment and decision making around significant health issues

Ongoing and Emergent Activities#11 in US News & World Report (2012)Health Policy Institute; Healthcare Human Resources ForumCourse Development: PL430 U.S. Health Reform in the 21st Century (SP 2012)

Strengths of “One BU”Programmatic & Research Collaborations with MED, SPH, ENGUniversity Leadership supports integrated BU Health Sector focusNew BU Health Center to be located within SMG / funding being finalized

Digital Technology TodayStudents, Faculty, and Research• MS‐MBA = 24% of full time graduate students • Strongest GMAT Scores = 686 Average • Research Areas = Disruption, transformation and innovation; multi‐disciplinary (eg

– Information Systems, Marketing, OTM, Strategy and Innovation)

Ongoing and Emergent Activities• Established Executive Education Programs• Institute for Global Work (IGW)• Annual International Tech Strategy Case Competition (Ericsson)• Course Development: IS831 Advanced Topics in IT Strategy (SP 2011)

Strengths of “One BU”• Linkages with Health, Energy, and Globalization• Many collaborative opportunities across BU (CAS, ENG, MED, etc.)

Energy & Environment TodayStudents, Faculty, and Research• 1,000+ students in BU Clean Energy Club; 81 PNP graduate students• Research & Teaching:  Clean Technology, Sustainability, Social Entrepreneurship, 

Governance, and Ethical issues

Ongoing and Emergent Activities• Strong Industry‐linked Projects (Smarter Neighborhood Lab w/ ENG, CAS)• ITEC:  a unique opportunity to connect SMG activities to sustainable technologies 

and sustainable business• Course Development:  7 Sustainability related courses in 2010, more coming

– New in Spring 2012:   SI841 Strategies for Environmental Sustainability

Strengths of “One BU”• Collaboration with ENG and existing BU Centers• University Leadership support Energy & Environment focus

Sector Research• Goal:  Create a Center for Each Sector

– Research primary focus– Tied to teaching– Basis for sector community– Creates structure and faculty leadership in sector areas– Provides opportunities for additional funding

• Research Center Governance Working Group (Spring 2012)

Sector Teaching

• Many connections between Management Disciplines and Sectors– Cases / Readings– Speakers– Field Experiences

• Integrating a Sector Experience in new curricula• Continued development of related courses and curricular content

Sector Community Engagement

• Create / Expand “Communities of Interest” which promote sector participation

• More funding possibilities and data access• Cross‐disciplinary Faculty Collaboration• Student, Alumni, and Industry Engagement• Create Curricular Innovations• Foster SMG Distinction

“The greatest danger for most of usis not that our aim is too high and we miss it,

but that it is too low and we reach it.”

Michelangelo

ENTREPRENEURSHIP

ORGANIZATIONAL BEHAVIOR

OPERATIONS & TECHNOLOGY MANAGEMENT

FINANCE

INFORMATION SYSTEMS

STRATEGY & INNOVATION

ACCOUNTING MARKETS, PUBLIC POLICY, & LAW

PUBLIC & NONPROFIT

MARKETING

Agenda9:00 Introduction and Curricular Implementation Timeline 

9:10  Update on School Strategy and Sector Role

9:30 Sector Integration in the Curricular Redesign

11:00 Break

11:15 Creating Innovative Curricular Pedagogy

12:30 Lunch

Implementing Engagement

•On-Line learning •Experiential Learning •External Linkages

CompanyCommand.army.mil

Learn one, do one, teach one

Tony Burgess

The Pathway Program

Coaching Curriculum

Live Workshops Coaching ToolkitSelf-Study

Coaching Fundamentals

Dynamic Coaching

MSD Coaching Principles &

Behaviours PrimerLaunch

Accelerate

Transform

Dynamic Coaching Tools

Coaching Fundamentals 

Tools

Coaching Clinic

Current Coaching

Challenges

Dynamic Coaching

Simulation

My 360 Assessment

Coachingthe 360

Assessment

Best Practices

Objectives:

• Facilitate accelerated enhancement of global Coaching with a structured, integrated and blended sequence of global Coaching learning programs

• Provide easy access to coaching programs and tools for application and transformation

@Darrell Griffin

Online Learning1) How can on line learning be used to enhance student preparation,

skill and knowledge level before they participate in the classroom experience?

2) How can on line learning be integrated into the classroom experience? How can it be used to help students apply their learning?

3) How can alumni, external constituencies, or other external stakeholders be involved as mentors, advisors, developers of content, etc. for the on line learning process? Are there other ways to involve external constituents?

Experiential Learning

1) How can experiential global and domestic field based projects enhance faculty research and/or teaching?

2) What are the barriers to faculty involvement in experiential field based projects? How can these barriers be addressed?

3) How can we incentivize faculty to manage experiential field based projects?

External Linkages

1) How can we use technology to create and implement virtual teams? Augment field projects? Implement global initiatives?

2) How can we engage external constituencies in real time, applied learning experiences?

3) How can we better leverage the relationships we have with organizations through the Institutes, Centers, Roundtables, etc. into the learning experience?