From theory to action: the story of one strategy 275
‘We will be a leading global professional school of business. Our research will influence business leaders, academics and policy makers. Our graduates will be known for their effective and principled leadership as well as their technical and managerial skills. We will be a workplace of choice for faculty, staff and students, a valued member of the UNC community, and a contributor to the welfare of North Carolina and the world beyond its borders.’
– James Dean, Jr. Dean, KFBS
Source: Dean Jim Dean’s presentation to faculty, March 17, 2009.
Figure 12.5 Dean’s Vision for the Kenan-Flagler Business School
helpful as I began shaping my strategy for consulting, which needed to be aligned of course. In terms of ‘leadership’, I will continue to align the efforts of the consult- ing program with the school’s leadership initiative, in particular through the STAR Program (Student Teams Achieving Results), where we provide consulting training and methodology development for the students. We will try to find ways to align with the ‘globalization and research impact’ priorities through our support of the STAR global projects as well as participating in global conferences on education, experiential learning and consulting. Finally, I plan to find ways to incorporate ‘technology’ in our projects, with an emphasis on using Skype and video conferencing during global coordination efforts. CRAFT THE STRATEGY Now, with the background work and context done, it was time to craft the strategy for the consulting program. I worked to incorporate the internal and external analysis as I went about the process. My first step was to draft some ideas and begin my ‘constituent conver- sations’. I documented some initial ideas as to the mission and vision and met with the deans, faculty, staff (in particular, the Career Management Center or CMC), alumni, recruiters and students. The most important meetings proved to be a series of strategy sessions with the CMC and the student officers of the consulting club. We reviewed the internal and exter- nal analysis results and iterated on the potential positioning and priorities
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