[学校信息] 媒体看JHU MBA 项目-2

约翰霍普金斯Carey商学院确实是个新的商学院，就在这短短的几年中也经历过换院长的风波。 我们的新院长Dr.Ferrari也是麦肯锡前任的partner接受Wall Street Journal 的采访， 表示面对挑战， 提出对未来的规划。

http://online.wsj.com/article/SB10001424127887323316804578161360908438712.html

When Johns Hopkins University's CareyBusiness School was struggling only a few years after opening its doors, theadministration called in a doctor.

BernieFerrari took the helm as dean in July and quickly diagnosed some seriousproblems. The school lacked direction. Its founding dean had left after justthree years and the search for his replacement lasted nearly a year, plus theprogram still awaits the imprimatur of the industry's main accrediting body.

JohnsHopkins has offered part-time business programs for nearly a century, but thenew institution was founded five years ago thanks to a $50 million gift fromreal-estate financier William Polk Carey.

Inwhat is now a very competitive marketplace, Dr. Ferrari plans within the next five to seven yearsto double the size of the school's full-time M.B.A. program, whichcurrently comprises just about 170 students, or 10% of Carey's total studentbody.

Dr.Ferrari, 64 years old, sat down recently with The Wall Street Journal to talkabout interdisciplinary collaboration, faculty recruitment and what it's likefor the Carey School to be the new kid at a historic university. Editedexcerpts:

WSJ:What drove your choice of the four areas of emphasis for Carey?

Dr. Ferrari: I wentafter the four biggest sectors that are significantly troubled. We're putting alot of resources in, but not satisfied with what we're getting out—there's aproductivity issue.

Topresearch institutions understand that much of the knowledge being created isnot in the silos of [any one] school but instead where they meet, the whitespaces.

WSJ:How does Carey integrate with the rest of the university?

Dr. Ferrari: For one,we're working on lessening errors in shift changes at the hospitals,redesigning the mechanical and human processes in order to make that transitiona safer one.

Businessis very good at process redesign. So are engineers, in terms of understandingfailure. When you bring engineers, physicians, nurses, other medical personneland businesspeople together to look at those kinds of problems, it's anextraordinary event.

Asa new school in a university that is a hundred and some years old, you sort ofget lost. You're picked on and pushed out of the way. The good news is that wehave a set of skills that pertain to the core issues that the older brothersand sisters are concerned about.

WSJ:You're on track to hire more than a dozen faculty this year. How is recruitinggoing?

Dr.Ferrari: We're building at the junior level right now and I'm amazed at thetalent that is coming in. I try to ensure that the leadership of the school isin the hands of the young faculty.

Youdon't just go down to the factory floor and promote a 35-year-old person to bechief executive officer, you need to groom them. We should be able to groomleaders in our faculty as much as we do in our students.

WSJ: The prior deanleft after just three years. How do you give the school a sense of continuity?

Dr. Ferrari: It'sunfortunate that we had a leadership change so quickly. You can't deny theimpact that that has on an organization.

A new leader thatcomes into a situation must be very clear as to what the standards are forperformance, call out the direction of the school—where we are going to be inyear one, in year two—and be honest. I'm a positive person, but I don'tsugarcoat everything.

WSJ:So without sugarcoating, what are Carey's biggest challenges right now?

Dr. Ferrari: We lackone major element for success, and that's money. I think we've got three orfour years to augment the Carey gift. Money comes [once the school shows ithas] clear direction. Since we haven't been very clear, I can understand why ithasn't attracted the philanthropic thrust that other schools enjoy.