Terry College of Business - Fall 2008 - (Page 5) dean’smessage What we mean by national prominence rom a new strategic plan to a fresh approach in how we’re marketing the Terry College, we are taking several steps this year that will have vitally important implications for Terry. As we move closer to the landmark that will be our centennial celebration in 2012, I want to focus your attention on three specific actions we’ve taken. Over the summer, two task forces began a series of discussions to assess the strategic direction of the Terry College of Business. It was the most extensive strategic planning we’d done in almost a decade. The task force internal to the college was composed primarily of faculty, staff and students, while the other task force consisted of external constituents from the business community – specifically members of the newly appointed Terry Dean’s Advisory Council [see story on p. 9]. While the revised strategic plan is still a draft, these two very different groups came to the same conclusions on several key concepts that are crucial to our future. There was a clear consensus that no matter how deservedly proud we are of the quality of the Terry College, we aspire to significantly raise the bar and we want to have this accomplishment recognized beyond our community of alumni and friends. This is what we mean when we say we want national prominence. The two task forces also concluded that we need to reach a consensus on a short list of strategic priorities for the college. These priorities will assure that our undergraduate students complete degrees that prepare them for promising careers and also ensure that they are equipped with the tools to succeed over the long term. Additionally, these priorities will assure that our MBA program is increasingly respected by the business and academic communities, and that our faculty advance our understanding of business and, ultimately, improve its practice. I am especially grateful to Terry Dean’s Advisory Council member Bill Griffin (BBA ’72) for leading this effort. We also are re-casting the Terry brand. This is another effort that relies on the opinions and hard work of our alumni working with our faculty and staff. Andy Barksdale (BBA ’89, MBA ’93), who is chairing the Alumni Board this year, has worked closely with our Marketing and Communications staff to better define our brand and increase its impact. In the months ahead, you will see a new look used consistently in brochures, marketing materials and any other items displaying the Terry logo. As the strategic planning and re-branding initiatives illustrate, the Terry College gains in many ways when we stay connected with our alumni. I believe that our alumni also gain from this connection to each other and to the college. I want to keep stepping up the level of communication with alumni, including this magazine, departmental newsletters and our bi-monthly electronic newsletter, Terry FYI, which we began publishing last spring. (Add your own subscription by emailing news@terry.uga.edu.) Also new this year, we are developing regional alumni networks to connect with our alumni and to make it easier for them to connect with each other. These clubs are being organized by local alumni and will work in collaboration with the UGA Alumni Association as a better way to align with their common interests as graduates of Terry. As a pilot program, we will organize the first clubs in New York and Charlotte, where we have a large number of Terry alumni living. I hope to see you at some of our upcoming events. ■ terry allen roBerT T. sumiChrasT, Dean Terry College oF Business Fall 2008 • 5
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