Author Archive

Rankings don’t accurately measure Mason, but they matter

Friday, March 20th, 2009

We have not, historically, spent much time and effort on the rankings.  There are so many of them, and they each have their own criteria for consideration.  However, the rankings are not something we can ignore any longer.  They have too much to do with student recruiting, and even something to do with corporate interest in hiring our students.
 
This last year we were dropped from the Financial Times ranking because we did not have enough alumni in their third year out complete fully the required responses.  So, if an alum completed a survey on the school, but failed to include his/her current salary, their review would not be included. 

The Financial Times has a requirement that it receive a certain minimum number of responses.  It is the same number whether the class size is 65, (as it was at W&M three years ago) or 1,200 as it is at some of the larger schools.  Our proportion of required alumni responses, therefore, is much higher.  So this year, we were not only not ranked, we weren’t even considered because we did not meet minimum threshold responses for responding.
 
I think we would have risen in these rankings, but that is not something that prospective students would know.  They only know that you are there or not there, and with a certain ranking.  International students, especially, pay a great deal of attention to Financial Times ranking, so our absence is damaging to us.
 
Ranking affect the quality of students and faculty attracted to the school and the ability to raise private financial support for the programs.  They are not necessarily entirely sensible in what or how they measure, but they are necessarily important in any case.
 
Next year rankings will be job 1.  We need to start moving up the chain where we truly belong.

What do you think about the Financial Times and other bschool rankings?

Mason’s first Executive in Residence impresses

Friday, March 13th, 2009

Last week we had our first executive in residence.  The Executive in Residence program, funded by a gift from Laurie and John Andrews, will become a permanent part of the Mason School experience, with several executives being invited to spend a couple days with us during the academic year.

The executives in residence will engage in a variety of activities during their several day stay to include such things as small group meetings with students, faculty and/or alumni,  formal Mason School presentations, and presentations to classes.

Our first executive in residence was Bertrand Collomb, the recently retired Chairman & CEO of Lafarge, the largest building materials company in the world.  Lafarge is an old, (founded 1832), and large (approximately 100,00 employees and $25B in revenue), global company, headquartered in France.  Mr Collomb was a terrific choice for our first executive in residence.

Bertrand Collomb

Bertrand Collomb

He has not only been a CEO and Chair of a major company but also Chair of the World Council of Businesses for Sustainability, and trustee of the Interantional Accounting Standards Foundation, the foundation that supports the International Accounting Standards Board.  This board is responsible for setting the international accounting standards which, reportedly, will replace the GAAP model eventually in the US.  These are just two of the international organizations which Mr. Colomb either directs or has served as a member.

Students, alumni, faculty, and staff found Mr. Collomb very impressive in terms of both the range and depth of his knowledge and experience.  He provided a number of extraordinary and provocative ideas. 

As an illustration, one of the points that he stressed was that there was a direct relationship between ethics and a long term point of view.  For example, he suggested that too much short term attention was paid to shareholders.  He pointed out that, if shareholders’ long term interests were attended to, then the company would make certain that all of its constituents, employees, customers, suppliers, governmental and societal entities, were properly attended to, and he presented many examples of how  this was done in Lafarge.

Mr Collomb also discussed how Lafarge was weathering the current world financial crisis, and pointed out how Lafarge, managed with a long term point of view, was better prepared to weather the storm.  Therefore, crises, such as the current one, can be faced with some magnanimity and recognized as occurrences to be expected occasionally.  He indicated that, when he became CEO of Lafarge in 1989, his first thought was that his principal responsibility was to help to insure that Lafarge would still exist for the next 150 years.

I found Mr. Collomb to be one of the most impressive  C level executives whom I have encountered.  I heard from one alum who told me that the experience of meeting and listening to Mr. Collomb was an extraordinary experience, a view I also had, and students seem to have enjoyed him very much.

In the future, we will strive to provide advance notice to our alums so that more of them will be able to take advantage of these opportunities.