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Leadership… Disrupting your own Paradigm

Leadership… Disrupting your own Paradigm. Rick Myers Chair, Arizona Board of Regents April 7, 2014. IBM: Our Paradigm was Disrupted. IBM, worlds most profitable and admired company But… Computing was becoming distributed Our Culture was internally focused

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Leadership… Disrupting your own Paradigm

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  1. Leadership… Disrupting your own Paradigm Rick Myers Chair, Arizona Board of Regents April 7, 2014

  2. IBM: Our Paradigm was Disrupted • IBM, worlds most profitable and admired company But… • Computing was becoming distributed • Our Culture was internally focused • We were comfortable in our success So… • We lost 8 billion dollars in 1992

  3. What We Learned the Hard Way • Your past success can be a major obstacle to future innovation • Disruptors are new opportunities in disguise • Leadership is either part of the problem or the key to the solution • “The Innovators Dilemma”, 1997, Clayton Christensen.. Focus on “future” needs

  4. It Starts with YOU • “IBM’s future depends on its leaders, and the primary task of these leaders is to create and nurture a high performance culture.” • Lou Gerstner – IBM Savior, Chairman • Leaders becoming enablers instead of controllers….

  5. What is Constant in OUR Paradigm • “Engineering is the application of scientific principles to the solution of real world problems…to advance the human condition.” • Ernst Frankel, MIT • “…. to enhance the Joy of Living” • ACE, Grand Challenges

  6. What is Not Constant Everything else… • The next big problems to solve • How students best learn • Funding and resources • Technology • Faculty

  7. What We All Want • “Making engineering schools exciting, creative, adventurous, rigorous, demanding and empowering milieus is more important than specifying curricular details…” • Charles M. Vest, President Emeritus, MIT

  8. Some Disruptors…. driving innovation ? • Globalization – Competition ? • Information Abundance • Delivery and Pedagogy Technologies • Collaboration and Commercialization • Changing sources of Resources • Leaking Student Pipeline • Rankings… selectivity verses student outcomes

  9. Some ideas… • Have your governing boards read books like: • Abelard to Apple, Richard DeMillo • Stop doing STEM talent selection, start doing STEM talent development… • Carl Wieman….. Deliberate Practice, Brain Exercise • Korean Advanced Institute for Science and Tech • President Pyo-Nam Suh……Axiomatic Design • Short term impact or long term significance

  10. A Regent’s Perspective • Document YOUR strategy • Define success… metrics • Demonstrate your impact • Communicate effectively… students, faculty, administration, elected officials, boards • Lead Faculty Governance.. No excuses

  11. Call to Action • Managers do things right…leaders do the right things • Question everything…no sacred cows • Embrace experiments…even MOOCS • Value risk takers • Decide what Disruptors you will take on and…… • Do what engineers do…. build something better!

  12. Thank you Questions?

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