Metrics and Strategies of a Business School Syed Zahoor Hassan, PhD Professor, SDSB, LUMS Former Vice Chancellor LUMS Shaukat Ali Brah, PhD Founding (and Former) Rector KSBL Former Professor & Dean KSBL, AGU and LUMS April 28-29, 2017

Metrics of a Business School “An idea not coupled with action will never get any bigger than the brain cell it occupied” – Arnold Glasow

Outline Impact Assessment Framework* Metrics and Strategies Financial Educational Business development Intellectual Regional ecosystem and societal Regional image Metrics and Strategies Monitoring and Control * Source: bsis@efmdglobal.org - efmdglobal.org/bsis - fnege.org/nos-programmes/bsis

Financial Impact Budget (direct impact) Expenditure (indirect impact) Total budget of the School for the year Percentage of the total budget spent in the impact zone (student association, alumni, special projects) The School’s Foundation budget for the year (fund- raising, investment) Expenditure (indirect impact) Percentage of the expenditure spent in the impact zone

Educational Impact Student flows Entry into the job market Enrollments, graduation rate, quality, diversity, exchange programs Entry into the job market Executive education Part-time degree and certificate programs Alumni

Business Development Impact Resources of interns, employees, training, consulting, research and projects for industry New business creation Entrepreneurial projects Startup in the impact zone by incubator centers, students and faculty Number of jobs created by startups Number of business takeover by students, faculty or alumni in the impact zone Number of jobs saved by business takeovers

Intellectual Impact (Last Three Years) National and international impact of the business school intellectual output Quality and quantity of research output Presentation of research work Leadership role in academic scholarship Number of graduated research scholars Impact of publications/communications on the regional community Chairs and research partnerships Public lectures and seminars

Regional Ecosystem & Societal Impact School participation in regional academic and professional networks Opportunities for visiting faculty positions Faculty participation in professional or civic functions within the Region Societal impact Corporate social responsibility Coverage in curriculum Student and faculty participation

Regional Image Impact Attractiveness for the business enterprise Regional image of the school National and international image Contribution of the school to the image in the region Reputation of the school in national and international rankings and accreditations

Metrics and Strategies Goals Typically 5 to 8 Metrics Measurable and well defined If everything is important, then nothing is important Strategies Clear and well communicated Leads If everyone is responsible, then no one is responsible

Example*: UCF Goals, Metrics, Strategies and Leads Goal 2: Attract and cultivate exceptional and diverse faculty, students, and staff whose collective contributions strengthen us Faculty prominence Faculty and staff diversity and inclusiveness Student prominence Student diversity and inclusiveness Work environment External perceptions * Source: UCF Collective Impact Strategic Plan 2016

Faculty Prominence

Faculty and Staff Diversity and Inclusiveness

Student Prominence

Student Diversity and Inclusiveness

Work Environment

External Perceptions

Example*: UCF Goals, Metrics, Strategies and Leads Goal 4: Create partnerships at every level that amplify our academic, economic and cultural impact and reputation Research collaborations Intellectual anchor for industry clusters National and global impact Arts and culture impact * Source: UCF Collective Impact Strategic Plan 2016

Research Collaborations

Intellectual Anchor for Industry Clusters

National and Global Impact

Arts and Culture Impact

Example*: UCF Goals, Metrics, Strategies and Leads Goal 5: Innovate academic, operational, and financial models to transform higher education New standard leadership Funding diversification Cost management Technology innovation Facilities Health and sustainability * Source: UCF Collective Impact Strategic Plan 2016

New Standard Leadership

Funding Diversification

Cost Management

Technology Innovation

Facilities

Health and Sustainability

Implementation and Measurement Transparency Inclusiveness of different voices and stakeholders Communicating periodic progress and hurdles Accountability Clear identification of leads Quantifiable measures Evolution Living document able to adapt to changes in the economic, social, political, technical and managerial environment Connectivity

Concluding Thought “There is nothing so useless as doing efficiently that which should not be done at all” – Peter F. Drucker