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Harvard Case - Emphasizing the Positive: Forming a Strategic Identity for the Ross School of Business

"Emphasizing the Positive: Forming a Strategic Identity for the Ross School of Business" Harvard business case study is written by Kim Cameron, Jane Dutton, Robert Quinn. It deals with the challenges in the field of Strategy. The case study is 20 page(s) long and it was first published on : Oct 4, 2016

At Fern Fort University, we recommend the Ross School of Business adopt a comprehensive strategic identity focused on 'Innovation for Impact,' emphasizing a commitment to disruptive innovation, global leadership, and sustainable business practices. This strategy will leverage Ross's existing strengths in entrepreneurship, technology and analytics, and international business, while positioning it as a leader in addressing the critical challenges facing the business world.

2. Background

The Ross School of Business faces increasing competition from other top-ranked business schools. While Ross has a strong reputation for its entrepreneurship and technology and analytics programs, it needs to differentiate itself further to attract top students and faculty. The case study highlights the need for a clear and compelling strategic identity that resonates with prospective students, employers, and stakeholders.

The main protagonists in the case are the Dean of the Ross School of Business and the faculty tasked with developing a new strategic plan. They are seeking to define a competitive advantage that will solidify Ross's position as a leading business school.

3. Analysis of the Case Study

To analyze the case, we will utilize a combination of frameworks:

  • SWOT Analysis:
    • Strengths: Strong reputation in entrepreneurship and technology, experienced faculty, diverse student body, strong alumni network.
    • Weaknesses: Lack of a clear and compelling strategic identity, limited focus on sustainability, potential for over-reliance on technology.
    • Opportunities: Growing demand for business leaders with sustainability expertise, increasing importance of international business, advancements in AI and machine learning.
    • Threats: Increased competition from other business schools, changing student preferences, economic uncertainty.
  • Porter's Five Forces:
    • Threat of New Entrants: High, as new business schools are constantly emerging.
    • Bargaining Power of Buyers (Students): High, as students have many choices and can be price-sensitive.
    • Bargaining Power of Suppliers (Faculty): Moderate, as faculty have options but are attracted to prestigious institutions.
    • Threat of Substitute Products: High, as alternative educational options like online programs are becoming more popular.
    • Competitive Rivalry: High, as top business schools compete for students, faculty, and resources.
  • Value Chain Analysis:
    • Primary Activities: Research, teaching, student services, alumni relations.
    • Support Activities: Technology infrastructure, marketing and admissions, finance and administration.

Key Insights:

  • Ross needs to develop a sustainable competitive advantage that differentiates it from competitors.
  • Focusing on disruptive innovation and global leadership can create a unique value proposition.
  • Technology and analytics should be integrated into all aspects of the curriculum and research.
  • Sustainability should be embedded in all aspects of the school's operations and curriculum.

4. Recommendations

  1. Adopt a 'Innovation for Impact' Strategic Identity: This identity should emphasize Ross's commitment to disruptive innovation, global leadership, and sustainable business practices. This will attract students and faculty who are passionate about making a positive impact on the world.
  2. Develop a New Curriculum: Integrate sustainability, technology and analytics, and global perspectives into all aspects of the curriculum. This will ensure that graduates are equipped with the skills and knowledge needed to succeed in the 21st-century business environment.
  3. Invest in Faculty and Research: Recruit and retain faculty who are leaders in disruptive innovation, sustainability, and global business. Encourage research that addresses critical challenges facing the business world.
  4. Enhance Internationalization: Expand international exchange programs, offer more courses on global business, and recruit students from diverse backgrounds. This will create a truly global learning environment and prepare graduates for careers in international markets.
  5. Embrace Technology and Analytics: Utilize technology to enhance the learning experience, improve student engagement, and facilitate research. Develop a data-driven approach to decision-making, leveraging AI and machine learning to gain insights.
  6. Develop a Strong Brand: Create a compelling brand identity that reflects the 'Innovation for Impact' strategy. This will help to attract students, faculty, and employers who share the school's values.
  7. Engage with Stakeholders: Build strong relationships with alumni, corporations, and government agencies to foster collaboration and create opportunities for students.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  1. Core Competencies and Consistency with Mission: The recommendations align with Ross's existing strengths in entrepreneurship, technology and analytics, and international business. They also support the school's mission to educate future business leaders who are committed to making a positive impact on the world.
  2. External Customers and Internal Clients: The recommendations address the needs of prospective students, employers, and faculty. They provide students with the skills and knowledge needed to succeed in the 21st-century business environment, attract employers seeking graduates with a global perspective and sustainability expertise, and create a stimulating and rewarding environment for faculty.
  3. Competitors: The recommendations differentiate Ross from its competitors by emphasizing disruptive innovation, global leadership, and sustainability. This will help Ross to attract top students and faculty and solidify its position as a leading business school.
  4. Attractiveness: The recommendations are expected to increase student enrollment, faculty recruitment, and corporate partnerships, leading to increased revenue and brand recognition.

6. Conclusion

By adopting the 'Innovation for Impact' strategic identity and implementing the recommended actions, the Ross School of Business can solidify its position as a leading business school, attract top students and faculty, and prepare graduates to become successful business leaders who make a positive impact on the world.

7. Discussion

  • Alternative Options: Ross could focus on a more traditional business model, emphasizing core competencies in finance, marketing, and strategy. However, this approach would not differentiate Ross from its competitors and might fail to attract students and faculty who are seeking a more innovative and impactful learning experience.
  • Risks and Key Assumptions: The success of this strategy depends on the ability of Ross to attract and retain top faculty, develop a compelling curriculum, and build strong relationships with stakeholders. The school also needs to be prepared to adapt to changing market conditions and emerging technologies.
  • Options Grid:
    OptionStrengthsWeaknessesRisksAssumptions
    Innovation for ImpactDifferentiation, Sustainability, Global LeadershipResource Intensive, Implementation ChallengesCompetition, Economic UncertaintyFaculty Expertise, Student Interest, Stakeholder Engagement
    Traditional Business ModelProven Success, Established ReputationLack of Differentiation, Limited ImpactMarket Saturation, Changing Student PreferencesContinued Demand for Traditional Business Skills, Faculty Availability

8. Next Steps

  1. Develop a Detailed Strategic Plan: This plan should outline the specific actions needed to implement the 'Innovation for Impact' strategy, including timelines, budgets, and key performance indicators.
  2. Communicate the Strategy to Stakeholders: Share the strategic plan with students, faculty, alumni, employers, and other stakeholders to build support and ensure alignment.
  3. Implement the Strategy: Begin implementing the key initiatives, including curriculum development, faculty recruitment, and internationalization efforts.
  4. Monitor and Evaluate Progress: Regularly assess the progress of the strategy and make adjustments as needed to ensure its success.

The Ross School of Business has a unique opportunity to become a leader in shaping the future of business education. By embracing a strategic identity focused on 'Innovation for Impact,' Ross can attract top students and faculty, prepare graduates to address the critical challenges facing the business world, and solidify its position as a leading business school.

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Case Description

Setting a strategic direction for a business school, initiating a culture change, and overcoming a massive financial deficit were challenges faced by the incoming dean of the Ross School of Business at the University of Michigan, Alison Davis-Blake. Of the four strategic pillars adopted-analytical rigor, action learning, boundarylessness, and a focus on the positive-the positive pillar was both the most controversial and the most differentiating. After experiencing dramatic success over a five-year period, Davis-Blake stepped down and a new dean was appointed, Scott DeRue. He had to determine whether to keep the positive pillar or abandon it.

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