Engagement essential for new portfolio
A new portfolio has been tasked with increasing the profile of the executive management education offered by Monash Business School.
The Leadership and Executive Education portfolio, under the direction of Professor Richard Hall, reflects the School's desire to enhance its offer in the area of leadership and executive education.
The portfolio will cover four main areas:
- MBA programs – including the current MBA and the Executive MBAs
- Increasing the University's profile in executive education
- Leadership programs and processes
While all are important, Professor Hall suggests that arguably the most important area of the portfolio, because it works across all aspects of the School, is engagement.
Long term relationships needed across all sectors
"We need to continue to develop deep and enduring partnerships with business; not just private sector business organisations, but also associations, as well as organisations from the NFP sector, governmental entities, community and social sectors, which are increasingly important," Professor Hall said.
"Engaging with a range of stakeholders is vital, and of course it must also involve deep and sustained engagement with our alumni. One of our most critical resources is our alumni and I think there is a lot we can do in that particular area as well."
Professor Hall doesn't want to see each portfolio area as separate, but as integrated, coherent packages that work together.
"They need to be integrated and they need to work together, partly because each can support the other in the life of the business school," Professor Hall said.
"We need a comprehensive and a coherent offer that embraces all of those things – great MBA programs, excellence in executive education and consulting, thought leadership, and external partnerships that together can promote different ways of engaging with a variety of external stakeholders.
"There needs to be a strong emphasis on the leadership that we use to develop our own students and contribute to business and organisations as well."
Each of the portfolio areas will benefit from having a dedicated director, and this will constitute the heart of the leadership team in the Leadership and Executive Education portfolio.
Professor Hall said there were exciting times ahead as the new portfolios start working with and for the rest of the School.
"Leadership and executive education was not and never will be the core of School. The core of our School are our departments, staff, and our students and alumni," he said.
"What I think is important for us to recognise in this portfolio is how can we enhance our profile externally. We also need to create more and better opportunities for our academic and professional staff.
Deputy Dean, Leadership and Executive Education
Not just about programs
Professor Hall advocates executive education and engagement encompassing a whole range of forms of thought leadership and development.
"Executive education and engagement might involve open programs, tailored programs and custom programs. I also think it encompasses the capacity for applied research, consulting work, and for strong partnerships with industry, business and external stakeholders," he said.
"Similarly, engagement doesn't mean just some people engaging with their industry or business contacts.
"It also means innovative and different ways of promoting and getting our people and research out there in a way that generates a point of difference from our competitors both with higher education and outside."
Professor Richard Hall was appointed Monash Business School's Deputy Dean, Leadership and Executive Education in May 2015.