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Published online by Cambridge University Press: 18 November 2019
The chapter starts with the changing roles of the faculty as well as the Dean/President in a fast, flexible, networked setting, with outsourcing and a slimmer core. This network reality is seen as key to cope effectively with contextual macro shifts, especially when it comes to implementing key curricular change. The Dean/President is seen as critical here, in the sense that he/she represents a “top-down” dimension, which might not only be key when it comes to driving key changes, but also for effective faculty mentoring and for quality assurance. This top-down orchestrator role is likely to become even more central in the business schools of the future. The choice of new Dean/President is thus becoming even more critical, discussed at the end of the chapter.
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