believe that GBSN has been successful in strengthening business schools of
under-served markets because the Global Business School Network avoids pitfalls
which have undermined some other such efforts. In particular, the
"multi-school” approach to forming mentoring teams and the combination of
formal commitments with benevolent individual faculty motivations set the
approach apart from others.
have some Institutional Partnerships Stalled or not Developed in Full?
- When money is a goal on either one or both sides.
Institutional partnership is built on effort and generosity
- When the focus is not on program participants
- When one of the sides falls short of expectations:
meeting preparations, following recommendations.
- Changing partners frequently, or having too many. There
is a certain jealousy effect
- When lacking full support from leadership of the
school. This is not a one man task.
- Lack of ambition on either side
- Not putting enough time into the relationship.
Relationships have to be taken care of. Not keeping the partner well
informed on developments. Let the partner rejoice on your successes and
feel pain on your failures. Be available. Partnerships have a formal
dimension and a hot-line. It is important that this line works. Faculty
are busy, make sure to close agendas well in advance
- Lack of formalization in the relationship
- No internal selling/ communicating partnership
- Not creating value for both parties, especially at the
mentored institution (see tools to develop)
- Not keeping care of personal relationships. Personal
relationships involve time and effort, individuals should be taken care
of. For example stranding faculty mentors at a hotel when visiting a
partner institution is a sure recipe for delaying the next visit
- When the ultimate goal of the relationship is not that
the mentored institution surpasses the mentoring institutions in quality
- Not traveling or keeping frequent contacts with the mentored
- Not choosing the right people….
IESE Business School