Issue link: http://www.e-digitaleditions.com/i/233379
Energy, other government agencies, and corporations, and those research grants are very competitive. In addition, over the past ten to 15 years, there has been more emphasis on having the research be more "translatable," which means that many grants must be written to show that the academics are thinking about the translational impact of their research. For good or bad, we don't have those same pressures and competitive drivers in the business school. I do think most of our faculty can say how their research translates to the world—if they're asked. But perhaps we need to do more to elicit a description of that translational impact from our researchers. One way might be through developing stronger partnerships with the business world. For instance, through the National Center for the Middle Market, which Fisher created in collaboration with GE Capital, we've funded a fair amount of academic research. We're working with writers so we can answer the question, "What does this research mean to a middle market company?" I will say that it's not a natural act—but it is important. I think all faculty members would celebrate the idea of having their research translated into a language that can either be taught to students or shared with laypeople. Why wouldn't they want their life's work to be disseminated and adopted into the practice of business? really enjoys doing different things and experiencing new environments. If so, he or she will love the academic life. When I was in the business world, I was privileged to have experiences that were sharply different. One day I might be running the U.S. businesses and the next day, the Latin American businesses. People who have enjoyed similar experiences will find the transition to the dean's job a very comfortable change. But it's not just comfortable—it's exhilarating, it's challenging, it's fun. Reinemund: I'd say, "Why are you thinking about hiring an academic person or a businessperson? What is the strategy?" When you get a good fit, you have a high potential for success. And when you get a bad fit, you have a high potential for failure. For instance, if a business leader comes into a school that already is on a good track, and the business leader has the idea that he'll revolutionize higher education, I'd say that situation has a high likelihood for failure. It's also true in the business world that there should be a match between the needs the institution has and the strengths the new leader can offer while he learns the things he doesn't know. I call that the glide path. If there's no glide path, there's a high likelihood that there's going to be a collision. What advice would you give to a business school considering hiring a nonacademic as a dean? Poon: Discover if the individual Conversely, what advice would you give to an executive considering a job as a dean? Grier: Ask a lot of questions, visit 36 January/February 2014 BizEd the school, talk to other deans, and make sure it's an environment you can thrive in. Many executives have a lot to give back to universities and business schools, but they have to understand that the environment is totally different. When business leaders move from one company to the next, certain fundamentals stay the same— they just have to learn what drives the market, where the demand might be, and what resources are available. But academia isn't intuitive. There will be some things that business leaders just don't know, whether it's the way the tenure process works or what bylaws are most important. It would be helpful to have a mentor who understands all the cultural nuances that seem small but have significant impact. Reinemund: I'd say, "Are you thinking about taking this job because the school has a need you can solve and you believe you can make a difference? What do you think you can do that is of better value than what anyone else can do? And is the culture of the organization one you appreciate, admire, and respect?" If you can't answer these questions, there's a high likelihood that the experience will be painful, if not fatal. But I'd also tell them that this chapter of my life has been very satisfying. It's a privilege to be around students seeking to make a difference in the world and faculty members committed to helping them do that. It's gratifying to see people's lives change as a result of their experiences in school. I didn't necessarily know what I was getting into when I took this job, but I'm grateful for the opportunity I've had.