March News Briefs
Call for Chapter News
The deadline for the Spring edition of Thunderbird Magazine is fast approaching. Thunderbird wants to share your global stories and successes related to the work you are doing in your respective chapters. Please send your chapter news to email@example.com by March 17 to be included in the magazine.
Reconnect with fellow T-birds at Homecoming March 25-28
Celebrate with your T-bird friends March 25-28 on the Glendale, Arizona, campus. The four-day event includes presentations from Thunderbird professors and the always-popular Regional Night. Alumni from all graduating class years are encouraged to return to campus. For a schedule of events or to register, click here.
Tough Times and the Competition: Making a Case for Competitive Intelligence
Uncovering your passions and their applicability
Financial crisis forces companies to focus on core competencies
Patient family ownership matters in times of crisis
Thunderbird Making Headlines
Why distance-learning MBAs matter, The Economist
Is the MBA Job Market Looking Up?, CNBC (video)
News from the schools, The Economist, March 2010
Giving women a voice and vision, Financial Times
More Thunderbird in the News
Letter from Dr. Cabrera (continued)
President Cabrera seeks your input in shaping Thunderbird 2020 Vision
While 2010 is barely three months old, it already seems as though Thunderbird has completed a year's worth of activities. In January, we formally welcomed 16 outstanding students to our first Executive MBA Geneva class. For all of you who supported this program through referrals, student recruitment, and other assistance to our Geneva team, please accept my deep and sincere thanks! Back in Glendale, we brought in an additional 100 full-time students and 36 GMBA (part-time) students. Both numbers are up slightly over 2009.
We also continued to be recognized as the leader in global management education, landing the No. 1 ranking in "international business" from the Financial Times for the 4th consecutive year. Thunderbird was also chosen as one of the four groups that will help design the content of this year's Clinton Global Initiative and manage a portion of the CGI Annual Meeting. Finally, at the World Economic Forum in Davos, I was able to lead several sessions, including one on business ethics in conjunction with the public launch of the Global Business Oath, an initiative of the World Economic Forum's Young Global Leaders. In conjunction with that, we announced The Oath Project, a foundation co-established with three Harvard business professors through the Aspen Institute to unify multiple global oath initiatives, including Thunderbird's.
As we have focused on the immediate business at hand, Thunderbird also has continued to look to the future through the ongoing Thunderbird 2020 Global Vision strategy process. Over the past several months, we have held collaborative brainstorming sessions around the world with our various stakeholder groups, beginning with our faculty, and following with staff, alumni, students, the Thunderbird Global Council and the Board of Trustees.
One of the principal conclusions of our conversations to date was the consensus that Thunderbird is, at its core, a community of shared beliefs, values and purpose. We are a community of scholars, professionals and leaders of private and public organizations that believes in the power of entrepreneurship and innovation, global citizenship and social responsibility, international business and cooperation to bring about sustainable prosperity around the world. This is what separates us from our peers and makes Thunderbird a unique and powerful institution.
Another point on which practically everyone has agreed is that the world needs more of what we have to offer and that the School needs to increase its impact by considering new programs, exploring new markets, and educating future leaders in developing economies around the world. A second, equally important area of agreement is a shared conviction that, given the deep transformation of our industry and the world economy that we are witnessing, business as usual is not an option if we want to achieve the impact we aspire to have.
At the same time, we have already begun discussions on the possible creation of one particular element of our new vision, a new distance-learning undergraduate program. The details of these discussions must remain confidential for the time being because no specific agreements have been reached to date, and any such agreements would involve potential external partners that would make significant investments in capital and expertise. What I can say now is that the new program would be in line with our values and beliefs as well as with the overall strategic objective of increasing our reach and impact around the world. An undergraduate program would not only allow us to impact many more students around the globe but would also provide a nice complement to and feeder system for our existing graduate programs. A special committee of the board and a committee of faculty and administration will continue to work in support of this initiative. The groups have already made significant progress narrowing down the options and articulating a structure that will offer the greatest impact and long-term value for Thunderbird.
I look forward to further discussing our 2020 ideas with you during the Homecoming festivities March 25-27, and I encourage you to engage in the discussions around the ideas which are being shared on my blog and in the 2020 Vision blog. I also encourage you to spend a few moments reading this 2020 Vision background document, which helps provide the framework and rationale behind our discussions.
The world has changed about us and the global financial crisis has shaken up the status quo in virtually every industry, including higher education. Old ways of doing things are being questioned by new players and traditional approaches to education risk becoming unsustainable. For Thunderbird to not just survive, but to thrive in this new landscape, we need to be innovative in thought and deed. Fortunately, our independence allows us to be flexible, entrepreneurial and visionary.
Just as our founders were ahead of their time in establishing the world's first school of international business, so too do we need to be leading change and defining the future of global management and global leadership.
President - THUNDERBIRD School of Global Management
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