Changes in VSB

environment; and (4) truly distinguish VSB, through its practices, as an innovative business school—and not just one that promoted itself as such, as too many business schools do. Through last fall and into winter, the Task Force had many spirited meetings, and increasingly broadened the discussions to include more faculty. By spring 2007, we held two open “town hall” meetings to ensure that all faculty had an opportunity to directly hear a summary of recommendations and to discuss the ideas that were emerging.

2. So, what specific changes have you made that are being implemented this year?

Rumors of the death of traditional departments have been greatly exaggerated! While the Task Force certainly considered some radical ideas, we ultimately settled upon an approach that preserved departments, although we reduced the number of departments to five (from six) and we now refer to them as Academic Areas. They are: Accounting & Information Systems; Economics & Statistics; Marketing & Business Law; Finance; and Management & Operations. In addition, the deliberations on faculty organization led us to the conclusion that it was extremely important to develop legitimate clusters of faculty activity that supported innovative, cross-disciplinary research and teaching opportunities. We decided that the legitimacy of such faculty groups could be attained by relaxing the rigidity of departments as the only acceptable organizing frameworks for faculty. Simply stated, we decided to pursue some “trial departments.” So, a key change for this year is the development of what we have named Strategic Initiative Groups (SIGs). In consideration of faculty interests, strategic opportunities and business trends, we have established SIGs in the following four areas: Business Innovation; Financial Services; Analytics; and Corporate Social Responsibility. An important component of each SIG will be the inclusion of a Business Fellow—a person with significant business experience who will work with each faculty director to help guide and contribute to the work of the SIG—to ensure that there is a strong connection between theory and business practice and relevance.

3. How will department changes affect the tenure, hiring, and administrative processes for faculty?

Throughout this process, we’ve tried to maintain an effective balance between innovation and realism. We want to empower our faculty more, and to provide them with greater opportunities for cross-disciplinary collaboration and creativity in their teaching and research. At the same time, we recognize that we have a school to operate, classes to schedule and grade, and a wide range of administrative tasks to complete on a daily basis. Accordingly, regardless of membership within a SIG, all VSB faculty will continue to officially belong to an Academic Area. A number of the crucial tasks will continue to take place within these areas, and we’re maintaining them as the operational centers of our faculty’s work. As a result of our decrease in Academic Areas VSB will have one fewer person on the VSB R&T Committee.

4. What advantages or disadvantages do you see for pursuing these organizational changes?

The greatest advantage that could result from successfully achieving the goals set forth when we began our deliberations is that we will advance VSB to a higher level of educational excellence and recognition for our faculty. Not only would this well serve the business school, but it would enhance the overall reputation of Villanova University. The other important advantage is that our faculty would be provided with more flexibility and freedom with respect to their scholarly interests and activities. As for disadvantages, as an entrepreneur-turned-academician, I may be the wrong person to ask since I believe a lot of opportunity results from such change. While the efforts we are undertaking are hardly at the level of the “creative destruction” transformation coined by noted economist Joseph Schumpeter to describe radical innovation, there is certainly risk to pursuing even modest organizational changes within an academic environment. However, I have been extremely pleased by the support of our faculty. There is a willingness to allow our SIGs to proceed this year, see how they play out, and then make a collaborative determination about next steps. We have little to lose by pushing ourselves in this manner, and a lot to gain.

5. Often, VSB seems to be a leader in modeling new administrative structures for the rest of the University. Do you think the types of changes VSB is considering could benefit other colleges?

Absolutely, yes. As the business school within Villanova University, I believe that we have a responsibility to use our experience and expertise in certain areas to lead the way in appropriate areas. Our faculty offers expertise in strategy, management, organizational change, and marketing—along with corporate experience, insight, and networking—which can be shared with the entire university. The types of faculty empowerment initiatives underway at VSB are designed to meet challenges that are ubiquitous within academia, regardless of the area of scholarship. Every year, VSB teaches students how to manage organizations, how to be highly effective business leaders, strategic thinkers, problem solvers, and global citizens who share their talent for the common good. If we do not serve as an example in each of these respects within our own university community, then we have failed as a business school. Furthermore, VSB as an organization must operate within a set of market pressures that is simply different from the set of pressures faced by other colleges, and this reality may be leveraged for the benefit of the entire university. The business education market—as a result of rankings, financial ROI expectations, daily business and technology changes, corporate demands, business faculty scarcity, and a host of other factors—is hypercompetitive. As a business school, we must be agile, innovative, strategic, swift, and accepting of risk in our approach to change if we are to thrive within such a market. If VSB is forced to be the first out on a limb by these realities—and we have the experience, knowledge, and willingness to do so with an excellent chance of success—then we should do so for the benefit of the entire university community. An example of VSB’s approach in this vein is our intensified effort to achieve international recognition as a premier business school. Through the implementation of a highly focused strategy to communicate and market the school effectively —which has included the participation of VSB faculty, staff, students, alumni, and other stakeholders—we have sought not only to bring benefit to the business school, but to the entire university. Just as increased publicity around the Villanova Men’s Basketball Team brings positive reputational results to the entire community, it is our hope that increased publicity for VSB will do the same. We have gifted scholars and administrators throughout the university who are bringing incredible value to our community in a wide variety of ways—through the sciences, liberal arts, theology, medicine, law, invention and imagination, engineering, counseling, athletics—the list is endless. If there are areas where VSB may contribute to this whole, such as through the innovative business leadership and organizational strategies discussed here, then it is my hope that we do so successfully.