1. 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

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

3. 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: - efmdglobal.org/bsis - fnege.org/nos-programmes/bsis

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. Faculty Prominence

13. Faculty and Staff Diversity and Inclusiveness

14. Student Prominence

15. Student Diversity and Inclusiveness

16. Work Environment

17. External Perceptions

18. 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

19. Research Collaborations

20. Intellectual Anchor for Industry Clusters

21. National and Global Impact

22. Arts and Culture Impact

23. 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

24. New Standard Leadership

25. Funding Diversification

26. Cost Management

27. Technology Innovation

28. Facilities

29. Health and Sustainability

30. 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

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