Keeping our eyes on the mission
Recently Tulane University announced a major restructuring as they prepare to re-open their doors on January 19th. See here and here. The announcement included laying off 10% of its faculty (about 230) and the elimination of 5 undergraduate majors and 14 doctorate programs. Several other doctoral programs will be combined. Prior to Katrina, Tulane offered 45 doctoral programs; that number will be cut to 18!
On the one hand, it is sad to see this happening to such a wonderful university. Yet the question that this restructuring brings up is this: Why does it take a disaster to get a university to focus their energies on being as efficient and focused as one should be? I will grant you that some of these programs are being cut, namely in the medical school, because of the needs of the city. But the lessons of Tulane are ones that we should all pay attention to.
Are our organizations growing? If so, is the growth in line with our mission? Will this growth in any way take away from current operations? If we are not growing, is it because our operations are eating up our resources and not allowing us to move forward?
I could probably add another 8-10 questions here. The point, however, is that whenever we grow or expand our organization we should always make sure that: 1) it will add some value to our mission; and 2) it does not take away from current operations and their contribution to the mission. If it can't do both of these things, then we need to re-think our plan.
King over at SCSU Scholars has some great comments about the situation here. King is an economics professor at St. Cloud State and is someone I make sure I read every day.
His comments have to do with putty and clay. Great analogy for the situation and well worth the read.
On the one hand, it is sad to see this happening to such a wonderful university. Yet the question that this restructuring brings up is this: Why does it take a disaster to get a university to focus their energies on being as efficient and focused as one should be? I will grant you that some of these programs are being cut, namely in the medical school, because of the needs of the city. But the lessons of Tulane are ones that we should all pay attention to.
Are our organizations growing? If so, is the growth in line with our mission? Will this growth in any way take away from current operations? If we are not growing, is it because our operations are eating up our resources and not allowing us to move forward?
I could probably add another 8-10 questions here. The point, however, is that whenever we grow or expand our organization we should always make sure that: 1) it will add some value to our mission; and 2) it does not take away from current operations and their contribution to the mission. If it can't do both of these things, then we need to re-think our plan.
King over at SCSU Scholars has some great comments about the situation here. King is an economics professor at St. Cloud State and is someone I make sure I read every day.
His comments have to do with putty and clay. Great analogy for the situation and well worth the read.
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