It was talking recently to the former dean of a UK business school, who related a conversation between himself and one of the professors at the aforementioned institution.
His biggest regret, he told the professor, was that while he was dean he could not convince the academics of the strength of his strategy and how it would propel the school to a higher position vis-à-vis its peers.
“Oh, we knew it was a great strategy and would make usamuch better business school,” came the professor’s reply. “We just didn’t want to do it.”
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