It's never easy to wade into troubled waters such as those present at Stanford GSB right now. And truly, we're not here to report any detail on the unfortunate scandal involving the faculty and administration of the world's most selective business school. If you want the down and dirty on exiting Dean Garth Saloner and professors Deborah Gruenfeld and Jim Phills, be sure to read the initial reporting by Poets and Quants and then the deep dive by David Margolick of Vanity Fair. Needless to say, it's a sad story that doesn't appear to be getting happier anytime soon. And it certainly leaves a bad taste in your mouth and invites all sorts of questions about GSB. But what should you actually worry about here? That's what we want to tackle.
I wanted to try something a bit different today when breaking down the new Ross essays, which is to post the decision tree I am going to be asking my clients to use this year.
Why would I just share this with the public, you might ask? In part because the real value of our services with Ross (unlike with some other schools) is going to be in implementation rather than in the setting of strategy - so I don't feel I am cheating my clients at all. Further, we just don't have that many clients select Ross, to be honest. This is confusing to me, as Ross is an amazing school and a true value pick ... but that's a column for a different time. Today, I want to present a really simple way to work through Ross' seemingly wide open essays. I'll be using one part common sense and one part program knowledge, but both are born out of lots of experience just being someone in this world (by "in this world" I mean working in "higher education" and with "people trying to maximize their lives and abilities"). Let's get into it.