Sangeet Chowfla is the President & CEO of the Graduate Management Admission Council (GMAC). In conversation with Soumitra Dutta and Dan LeClair of GBSN, he discusses the importance of connectedness and trust, as well as the changing value equation in higher education. This interview was conducted 9 weeks after COVID-19 was declared a pandemic by the World Health Organization. This is an edited transcript of their exchange.
In a conversation with Dr. Peter Tufano, we discuss how lessons from World War II can aid governments, businesses, education to win the war against COVID-19 and win the peace in the post-COVID world.
Soumitra Dutta is a Professor of Management at Cornell University and the Chair of the Board of Directors for GBSN. Previously he was the Founding Dean of the SC Johnson College of Business at Cornell and Chair of AACSB Intl. Email: sd599@cornell.edu; Twitter: @soumitradutta; LinkedIn: soumitra-dutta; https://en.wikipedia.org/wiki/Soumitra_Dutta
Over the next two weeks business school leaders will gather for two big events, the AACSB Deans Conference in Nashville and EFMD Deans and Directors Conference in Milan. Nearly one thousand deans will attend either meeting or both, giving the gatherings enormous potential to shape the future of the industry. The conferences will inspire participants and enable them to… Read more >
Dan LeClair articulates the strategic direction of GBSN following its Annual Membersâ Meeting on 6 November 2019. Read more
Lisa Leander, Membership Senior Advisor, sits down with GBSN’s recently appointed CEO, Dan LeClair to reflect on his first few months leading the network.
It is time now for business school leaders to start investing significantly in digital innovations. Like any organization, going through the journey of digital transformation requires a focus on integrating digital DNA into the organization. Based on my own research and personal experience, here are some suggestions for business school leaders:
For me this brief interaction pointed to three interesting developments in management education. First, it provided an example of the blurring boundaries between what companies and business schools do. Second, it revealed some of the key advantages of âlearning by doingâ to develop managers and leaders. Third, it demonstrated the importance of context in creating meaningful and effective learning experiences.
If you could change anythingâââanything at allâââabout your business school, what would it be? In one form or another, that basic question is placed before every business school leader. Whereas ânothingââânothing at allâ might once have sufficed for the sake of continuity and tradition, itâs no longer viewed as an acceptable response. Business school leaders, like the rest of us, live and lead in an economy described by terms and phrases such as disruptive, exponential growth, Fourth Industrial Revolution, automated, and VUCA. The time to think that business schools can continue teaching what they have, the same way, to the same people, in the same places, and with the same faculty is over. This article is about how business schools are stepping up to the challenge of change and what rankings can and canât do to support them.
