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Pathways to the Presidency - Our Conclusions
We began this series of articles with the assertion that most American colleges and universities will need to change aspects of their operation in substantial ways if they are to remain relevant, if they are to continue as viable institutions. Nothing we have heard in conversations with numerous experts and from extensive reviews of literature, analysis, and speeches gives us cause to alter our original view.
Presidents and Boards as Change Agents
Our experience, our impressions and results from the rare bit of research available that delves into the actual workings of higher education governing boards make us doubt that these bodies engage much in existential reflection. It is, after all, an unusual group of stewards whose sense of fiduciary responsibility extends to asking if the institution they govern can or should survive.
Future Leaders of Academic Health Sciences Centers
Their number is small, less than 150 organizations compared to nearly 5,800 hospitals and more than 4,000 colleges and universities. Yet academic health science centers (AHCs) share with research-intensive universities the spotlight of attention and prominence that makes their names readily recognizable.
Hunting Unicorns, the Holy Grail and Woozles: The Search for Innovative Talent in Research Universities
It is all but an axiom: innovation is the process that provides an edge, even and perhaps most of all in turbulent times. As one participant noted in a 2007 McKinsey online discussion, “Quality and customer service are no longer differentiators, but rather prerequisites. Innovation is the best strategic decision for sustainable competitive advantage.”
Passionate Traditionalist or Pragmatic Visionary? The Next Generation of Liberal Arts Presidents
The vaunted benefits of a liberal-arts college education will be much in need by the women and men who become the next-generation leaders of those institutions. They will inherit places and practices beloved by most alumni but increasingly unaffordable by most prospective students or their families and, for some, of questionable relevance to the 21st century.
The New Research University Chief(s)
American research universities are confronting two paths of development. One will be for a smaller number of mostly private and public/near-private institutions to continue to pursue a broad research agenda. The other path will be for the majority of American research universities, most of which are public, state-assisted institutions. Those institutions – many of which are historical land-grant universities - may harbor global ambitions, but their research will have to be much more focused. The sorts of presidents who can best serve these two paths are, not surprisingly, different.
The New Community College Leader
Community colleges are distinctly American institutions. At their best, they are democratic meritocracies that afford all who aspire to try post secondary education and reward those who achieve with advancement to at least the baccalaureate. They are unruly organizations that defy easy categorization. As such, they are of a piece with what Plato said of democracy, “a charming form of government, full of variety and disorder; and dispensing a sort of equality to equals and unequals alike.”
The Leadership Gap to Come
Demographics alone will hasten the transition in leadership at most US colleges and universities over the next several years. According to the American Council on Education, in just the past 20 years the percentage of presidents age 61 and over increased from 14 percent to nearly half. Moreover, the ACE data make it clear that few of those currently in the traditional pool of candidates -- provosts and vice presidents -- express interest in succeeding to a university presidency.
Higher Education Challenged by Succession Planning
ACE study details concern over current Higher Education succession planning
According to an American Council on Education study, nearly half of the Presidents and Chancellors at US and European Colleges and Universities are quickly approaching retirement age. In fact nearly 50% are already age 61 or older.
A CEO Succession Planning Primer
In today's corporate world succession planning must be driven by strategy. Succession planning is not just about picking the next CEO. Nor is it merely about picking a talented executive. It is about creating a ''fit'' between what the company must do strategically and the person who can best implement
What's Important from an Executive Search Firm?
 Study details what clients deem most important from its executive search firms
The Association of Executive Search Consultants (AESC) is the worldwide professional association for the retained executive search industry. In 2006, the AESC surveyed 157 executives who are clients of executive
Willie's Way: Key Learning Habits For Leaders
It's 6.07pm and I am online, shopping for shoes on the recommendation of Columbia Business School Professor of Practice Management Willie Pietersen. Unfortunately, Willie didn't direct me to Jimmy Choo; he told me to visit Zappos.com.
The Corporate Board of Today - A Board Search Primer
 The Current Business Climate- A Need for Competence and Independence
Sarbanes-Oxley Act has increased attention being placed on Corporate Governance. One of greatest challenge organizations face today is building a Board of individuals who are both competent as well as considered independent.
The Strategic Learning Cycle: A Case Study
One of the highlights of the 2011 IIC Partners APAC Meeting was a workshop run by Chris Hamilton, Senior Vice President & Director - Human Resources, Asia Pacific, Chubb Group. Chubb's new approach to strategic development in the APAC region - based on IIC Partners' Executive Lounge Special Guest Professor Willie Pietersen's strategic learning cycle - has revolutionized the way Chubb does business in terms of results - and how quickly it sees them.
An Olympic Effort
As the host city of the 2012 Summer Olympic Games, the eyes of the world are on London. For British Olympic Association (BOA) Chief Commercial Officer Hugh Chambers, the Opening ceremony on July 27 will be a watershed moment; the culmination of almost four years' work. Hugh talks exclusively to IIC Partners Executive Lounge Editor Polly Stewart about what it takes to be a successful CCO.
Social Media & Your Business: Love It or Hate it - but Ignore it at Peril
IIC Partners Chief Marketing & Communications Officer Polly Stewart investigates how social media can be sensibly adapted for business use. Without doubt, social media is transforming our social and private lives. We can connect more easily with friends and old school mates, read reviews of products and services from other consumers before we decide to buy a TV or book a hotel room - even find a soul mate.
Board Diversity Without Quotas: An International Perspective
As the European Union considers introducing compulsory gender quotas on boards, IIC Partners Chief Marketing & Communications Officer Polly Stewart talks to three global experts on c-level diversity and whether it is achievable without quotas.
Struggling With Retention? Three Tips for Keeping Top Talent
By a margin of 2:1, survey respondents said they had more trouble keeping talent. One respondent took the time to point out the heart of the problem in his company: “We keep investing in our employees and the competition keeps giving them much better offers. It’s not only about the money, but also the job titles. If we start offering the same to any of them, we will end up with 10 managers in each department.”
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Pathways to the Presidency - Our Conclusions
Presidents and Boards as Change Agents
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