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. 62At Bok s request, Marvin and Al subsequently met with the head of theBoard of Overseers, and avoided yet another confrontation by not cam-paigning for any particular individual to be the next dean of the school.We anticipated that [the head of the Board of Overseers] wouldask who our candidate was to be the next dean.He [AndrewHeiskell] was the chairman of Time Life a big shot.He warmedus up, then said,  Who s your candidate? We said,  Our candi-date? We haven t got any candidate.It would be presumptuous ofus to have a candidate.Forget it..At one stage, he said,  Well,you re not going to get McArthur. We said,  We don t care whowe get.We want somebody in the school who would carry on thetradition of the school as we explained in our report. So, that wasthe end of it.63In fact, Marvin and Al did favor John McArthur as the next dean, anddespite Heiskell s assertion, McArthur did replace Fouraker as dean andcontinued in that role for 16 years.The Task Force ReportMarvin wrote the report and Al edited it; they both took great care in howthey presented their arguments and recommendations.The followingextracts from their 80-plus-page report, entitled  The Success of a Strat-egy, illustrate the flavor of the response.The report began with one ofMarvin s favorite quotes: The secret of success is constancy to purpose. So said the greatBritish prime minister, Benjamin Disraeli.Harvard Business11131_Edersheim_c06_f.qxd 2/10/04 3:25 PM Page 181Inspiring Organizational Courage 181School is distinctive in having a clear mission to be a teachingschool dedicated to preparing enlightened general managers forbusiness firms.Constancy to this mission and to its strategy forachieving it is a principal reason for the school s success and lead-ership position.64Marvin then went on to note the school s overall success as measuredalong various dimensions:By quantitative measures, the school s performance is impressive.The demand for the program remains strong.The demand forgraduates and the responsible positions and the levels of compensa-tion many of them attain attest to the success of the school salumni.the leadership of the school s alumni in business andnon-business institutions throughout the world.The positive evalu-ation given to the school s executive education programs.the school s ability to gain financial support.During the past tenyears,.the school has been the beneficiary of 16 endowed chairs.65Despite these outward signs of success, Marvin gave credit to Presi-dent Bok s evaluation of the school and explicitly considered the issuesraised in the Bok report, acknowledging their validity and evidencingMarvin s respect for Bok:A good way to assess the educational strategy and resources of agraduate business school committed to training general managersand the one chosen by Mr.Bok is to evaluate the effectiveness ofits responses to major forces affecting the corporation and the roleof the general manager.During the past several decades, many pow-erful forces have been operating.Since we could not consider themall, we decided to deal chiefly with those mentioned by Mr.Bok.They are sufficiently representative for our purposes.Although the survey request assumed that the future managerwould have the basic qualities, many directors singled out some forspecial attention notably, ethics a leader must plan for the moraland ethical stance of his corporation.Integrity means that the per-son does the right thing and represents the company properly underall kinds of circumstances.Leadership business leadershiprequires a personality, a self-confidence, and perhaps a magnetism11131_Edersheim_c06_f.qxd 2/10/04 3:25 PM Page 182182 McKinsey s Marvin Bowerthat give an organization confidence and belief in that leadership,and qualities of the mind.In terms of qualities of mind, the direc-tors broadly agree on the importance of analytical ability.But theycite other qualities of mind that future managers should have.In his analysis President Bok correctly listed tantalizingproblems confronting modern management [ Pobierz całość w formacie PDF ]