1. SOUTHERN UNIVERSITY AND A&M COLLEGE COLLEGE OF BUSINESS DONALD R. ANDREWS, PH.D., DEAN

2. The Five Cs of Innovation Change, Challenges, Choices, Creation, and Completion  Change  The New Economy

3. Knowledge Age Accelerating Pace of Change SOURCE: M. Emmi, SCT Corporation 150019801990 2000 1100 1960 1300 1700 1880 1900 1920 1940 1970 Agricultural Age Industrial Age

4. From Knowledge Economy to Creative Economy Calibrate, Explore, Create, Organize and Realize (CENCOR) Jeff Immelt CEO GE DESIGN CREATE IMPLEMENT

5. Economic Transformation Source: Federal Reserve Bank Dallas Annual Report 2003

6. Income Share to Top 10 Percent 1917- 2007

7. Income Inequality U.S. 1913-2007

8. Wage Growth 1973-2005

9. Growth in Wages by Education 1973-2005

10. UNEMPLOYMENT RATE  SEASONALITY ADJUSTED

11. Institute for the Future-Ten Year Forecast (Decade of Dilemmas)  Direction of Change  Moving Toward Everyday Awareness of Vulnerability and Risk in Developed and Developing World (Concern for Security)  Moving Toward an Hour Glass Population Distribution Developed World Largest Elderly Population Ever and Youth in Developing World  Wealth Distribution  Global Connectivity

12. Institute for the Future-Ten Year Forecast (Decade of Dilemmas)  Moving Toward Deep Diversity that is Beyond Ethnicity in the Workplace and in Society  Diversity >>> Innovation and Creativity  Moving toward Bottom-Up Everything, where People Interact with the Products and Services they Consume (Grassroots Economy)  Moving Toward Continuous Connectivity where Network Connections are Always On

13. Institute for the Future-Ten Year Forecast (Decade of Dilemmas)  Moving Toward a Booming Health Economy in Which Health is an Important Filter for many Purchasing Decisions and Health Risks are on Everyone’s Mind  Moving Toward Mainstream Business Strategy that includes Environment Stewardship Combined with Profitability – Doing Good while Doing Well.  Source :Get There Early by Bob Johansen

14.  Challenges  The Transformation

15. PREPARING FOR THE FUTURE  Environment  Volatility, Uncertainty, Complexity and Ambiguity  Change is not always Easy  Vision, Understanding, Clarity and Agility  Business of the Future  Entrepreneurial  Information Technology  Global  Problems vs. Dilemmas

16. Some New Business and Government Realities  Globalization  IT and Bio Technology Revolution  Business Redesign  Outsourcing  Offshoring  Increase in Strategic Alliances  E-Commerce/Supply Chain Management  Restructured Government Procurement  Changing Market Demographic ( Minority Population )

17. New Realities in Business  U.S. Department of Commerce Study  Recommendations  Access New Markets, Develop New Capital Structures, Develop New Business Structures  Leverage Government Resources, Develop University Linkages, Support and Encourage Use of Technology, Use of Business Incubators  The new realities in the business world have caused a revolution in thinking with respect to developing entrepreneurship programs

18. What is entrepreneurship? Creative Destruction Joseph Schumpeter The Breakthrough definition: “Identifying an opportunity regardless of the resources currently available.” Babson definitional (r)evolution: “A way of thinking and acting that is opportunity obsessed, holistic in approach and leadership balanced.” Entrepreneurship is the use of innovative thinking to develop new products, services and processes that lead to the creation of wealth for individuals and society (Donald R. Andrews SEE 20 2004)

19. The Entrepreneurial Process The entrepreneurial process will create a better world. It’s not just about new company, capital, and job formation, nor innovation, nor creativity, nor breakthroughs. It is also about fostering an ingenious human spirit and improving humankind. Jeffry A. Timmons, 1996 Price-Babson College Fellows Program

20. The Timmons’ Model of the Entrepreneurial Process The Opportunity The Resources The Team Business Plan Communication Leadership Creativity

21. FACULTY RESOURCE CONCERNS* One of the major concerns in the development of entrepreneurship programs is the availability of academically qualified faculty to teach entrepreneurship courses. Faculty must have a combination of the academic qualifications and the experience of being a seasoned entrepreneur to give the program credibility. Many schools have developed a team teaching format to deal with the faculty qualifications issue. Babson College and other programs use both academically qualified faculty with Ph.D.s and highly successful entrepreneurs. The key issue seems to be one of attracting the faculty resources that can provide the correct balance between academic and practical experience in the field of entrepreneurship. *Have traditionally developed majors for the major corporations not the start-up firms.

22. Role of the University in Entrepreneurship Development  Academic Programs  Orientation of Business Degree Programs  Entrepreneurship Courses and Degrees  Research, Grants and Contracting Projects  Small Business Consulting  Value-Added in the Supply Chain  SBIR/STTR  MSI Alliances and Collaborations  Outreach  Small Business Development Centers  Educational Workshops and Training  Entrepreneurship Training  Business Incubation  Research Parks  Community Development Corporations

23. History of Response by HBCUs  Self Help Societies and Life Insurance Businesses  Booker T. Washington and Tuskegee Institute  1890 Land Grant Universities  National Negro Business League  Atlanta University  Conference in 1899 on Role of University in Business Education  First HBCU Graduate Program in Business  Role of Professors Blayton and Milton in Atlanta Black Business Community  “Negro Business and Business Education” by James Pierce 1947  Fisk University in1917 Offered First Business courses under Applied Economics  By 1944 Over 20 HBCU Colleges Had Developed Business School Programs  Nissan-HBCU Summer Institute  AACSB Accreditation  Ph. D. Programs (Morgan and Jackson State Universities)  National HBCU Business School Deans Roundtable  Opportunity Funding Corporation (Entrepreneurship Education)

24. Societies that keep their values alive do so not by escaping the processes of decay but by powerful processes of regeneration… Each generation must rediscover the living elements of its own tradition and adapt them to present realities. To assist in this discovery is one of the tasks of leadership. … John W. Gardner On Leadership

25. SU Beginnings ORIGINAL MISSION To make a way for all deserving students to attend college.  1879 - Movement to create a university for ‘persons of color’ initiated during the Louisiana State Constitutional Convention by P.B.S. Pinchback, T.T. Allain, T.B. Stamps, and Henry Demas.  1883 - Admitted its first 12 students.  1890 - Recognized by federal government as a land grant college.  1914 – Relocated from its original location in New Orleans, Louisiana to the state’s capital, Baton Rouge.

26. Scott’s Bluff – A Rich History  Southern University sits on Scott’s Bluff along the Mississippi River in Baton Rouge  The French words bâton rouge mean "red stick" in English. In 1699, French explorer Sieur d'Iberville led an exploration party of about 200 up the Mississippi River.  On March 17 th on a bluff on the east bank of the river (on what is now the campus of Southern University), they saw a reddish cypress pole festooned with bloody animal and fish heads, which they learned was a boundary marker between the hunting territories of the Bayougoula and the Houma tribes.

27. COLLEGE OF BUSINESS (COB) SOUTHERN UNIVERSITY AND A&M COLLEGE COLLEGE OF BUSINESS (COB) T.T. ALLAIN HALL

28. COB Mission  To provide a quality business program that prepares students with diverse backgrounds for global career challenges and makes a positive contribution to the public and private sectors.

29. Accreditation  The College of Business at Southern University in Baton Rouge is accredited by AACSB International and is involved with many academic and economic development programs and projects.

30. COB Structure  Founded in 1937  Undergraduate programs in:  Accounting  Business Economics (with concentration in International Trade)  Finance  Management (Supply Chain Concentration)  Marketing (with Professional Sales Concentration)  Newly Established MBA program  Endowed Chair in Small and Minority Business Development  A Small Business Development Center  Southern University Small Business Incubator  College Advisory Council  MBA National Board of Advisors  Accredited in 1998 by AACSB – International; the Association to Advance Collegiate Schools of Business.

31. Academic Programs - Undergraduate  We are developing our academic programs along three major themes:  Technology  Globalization  Entrepreneurship  Degree Programs:  Accounting  Economics  Finance  Management  Marketing  Concentrations:  Professional Sales  Supply Chain Management  Human Resources Management  Management Information Systems  International Trade and Finance  Entrepreneurship

32. Academic Programs – MBA  Approved by the Board of Regents - December 2005  Implemented August 2006  Current Enrollment: > 120  MBA Graduates: > 80  MBA Program Electives:  E-Business/Supply Chain Management  Small Business Management and Entrepreneurship  International Business and Finance

33. Outreach Programs  Louisiana Small Business Development Center  Southern University Small Business Incubator  Science and Engineering Alliance Program  Entrepreneurial Training and Technical Assistance Program  Garret A. Morgan / Ford PAS Summer Business Institute  Uganda Day Program – World Trade Center in New Orleans, LA  Louisiana Trade Mission to Panama  HBCU Babson Entrepreneurship Program  Institute for Entrepreneurship, Leadership and Innovation  Effective Leadership Program  Center for Entrepreneurship and Leadership

34.  CHOICES  The Leadership

35. Planning Success Principles Leadership Leadership Attention to the Marketplace Attention to the Marketplace Engagement of Stakeholders Engagement of Stakeholders A Structured Framework A Structured Framework Facilitated Teamwork Facilitated Teamwork Source:E&Y Foundation - Strategic Planning Partnership

36. Important Academic Leadership Skills  Interpersonal/Influence Skills (255)  Visioning and Goal Setting Skills (221)  Team Building Skills (218)  Communications Skills (216)  Change Management/Structuring Skills (214)  Motivational/Inspirational Skills (211)  Fundraising Skills (204)  Strategic Planning/Forecasting Skills (200)  Source: Najdawi, Stumph & Doh College of Commerce & Finance Villanova University

37. Leadership  Globalization  The World is Flat by Thomas Friedman  Redefining Global Strategy by Ghemawat Semi-Globalization  Leadership  Good to Great by Jim Collins  Good the Enemy of Great  When to Adapt and Change  IBM, GM, Kodak  Level V Leadership  Ambitious for the mission (not themselves)  Willing to do whatever it takes for accomplishing the mission  Executive Leadership Model (concentrated power)  Legislative Leadership Model (diffused power)  (Persuasion, Political currency and Shared Interest)  “True Leadership only exists if people follow when they have the freedom not to.”  The Right People on the Bus will Figure Out Where to Go  Enough by Juan Williams  Legacy of Leadership  Leadership Gap in African American Community  Outliers: The Story of Success by Malcolm Gladwell  Opportunity (10,000 Hour Rule), Legacy (Rice Paddies)

38. Leading Leaders Jeswald Salacuse  WHAT DO LEADERS DO  Direction - Vision  Integration - Team  Mediation – Common Ground  Education - Learning  Motivation - Optimism  Representation - Symbolic  Trust Creation - Loyalty

39. Leadership Ambassador James Joseph  “[In elaborating on what ‘leadership as a way of being’ means, it is] helpful to share with you the insights that come out of my own experience. If I were to sum them up, I would identify twelve:  It is possible for a leader to be humble without being docile, strong without being arrogant and still exert great influence;  Leaders who seek power to disperse it rather than simply concentrate it have a very special attraction and appeal;  The leader must be capable of learning from those he/she leads and must be capable of doing so without losing respect or influence ;

40. Leadership Ambassador James Joseph  The value-driven leader who needs consensus in order to act is likely to be most effective if he/she is willing to help shape that consensus rather than simply responding to it where it can be found;  The leadership style that works best for me is leadership that seeks to elevate and empower others. It seeks to engage the whole person in ways that satisfy higher and nobler needs;  Despite the continuing dominance of hard power – economic muscle and military might – in exerting influence and pressing one’s will on others, I have found that soft power – moral messages, exemplar behavior and respect for other cultures – is likely to develop goodwill and establish relationships that are far more enduring.

41. Leadership Ambassador James Joseph  Leadership is likely to be far more effective when it appeals to people’s better nature;  While we seek to change the practices of the adversary, it is important that we maintain respect for his/her humanity;  In times of rapid change, zealots emerge claiming one truth and one theology. The challenge for the leader is not to use his/her values to proclaim absolutes but to help others cope with ambiguities;  An organization is what it rewards. It is not so much what it says in its mission statement, or even its code of conduct, as it is what it rewards its people for being.

42. Leadership Ambassador James Joseph  There are no hard and fixed absolutes about either managing or leading. To be rigid and play only by the rules on your organization chart or the theories of some guru is to miss the opportunity to meet people where they are. People-centered leadership recognizes the uniqueness of each individual and seeks to unleash the magic within.  Every leader does not have to be a superstar. Many apparently ordinary people are quiet leaders who make extraordinary contributions. They may not be seen as giants in the grand scheme of things, but the superstar could not accomplish any thing without them.

43. Opportunities for Leadership Integration into the COB  Student Development Programs  Business Plan & Case Competition  Student Leadership Council  Faculty Development Opportunities  Curriculum Design in Leadership  Research and Consulting Projects  Develop Mutually Beneficial Projects in International Business, Entrepreneurship and Information Technology  Use of executives for teaching and guest lecturing  Identify Areas for Future Cooperation such as Proposed Center on Entrepreneurship and Leadership

44.  Creation  Development of Opportunities

45. University of the U.S. Virgin Islands

46. Louisiana Effective Leadership Program  Purpose: To identify emerging leaders and teach them how to be servant leaders.  Duke and SU  Ambassador James A. Joseph  Funding:  Ford  Kellogg  Louisiana Disaster Recovery Foundation

47. International Business Projects  Faculty Development - Universities of Memphis, South Carolina,and Future Global Leaders in the Caribbean Summer Institute at the University of the U. S. Virgin Islands  Global Business Workshops for Small and Minority Business  Export Conferences in cooperation with World Trade Center and LA International Trade Center  Overseas Faculty Development (Ghana, Uganda, Namibia, South Africa, Mexico and State Engineering University of Armenia, Makerere University, University of Liberia )  Student Internship with firms engaged in International Business, Port of Baton Rouge and Others

48. Grant Projects  United Negro College Fund Special Programs  Armenia: Business School Curriculum Development  Uganda, Africa: Business School and Entrepreneurship (Makerere University Business School – MUBS)  Business and International Education (Title VI-B)  Small Business Export Training Program  Mexico Student Exchange and Business Development  Enhancing the International Capacity of Small Businesses  SU – MUBS Partnership

49. Grant Projects (continued)  International Institute for Public Policy and University of Memphis  Program to Internationalize HBCU Business Schools  Faculty Development Program in South Africa and Botswana  Bureau of Educational and Cultural Affairs (US State Department )  Uganda and Liberia  International Center for Information Technology and Development  National Science Foundation  Louisiana Board of Regents Grants  Faculty Development (International Business Awareness)

50. State Engineering University of Armenia and Red Square (Moscow Russia)

51. Kampala, Uganda Makerere University Business School (MUBS)

52. Leadership At-a-Glance 2007 Study Abroad Johannesburg, South Africa

53. Leadership At-a-Glance 2007 Study Abroad Kampala, Uganda

54. Leadership At-a-Glance 2007 Study Abroad Dakar, Senegal

55. Leadership At-a-Glance 2007 OFC Venture Challenge Business Plan Competition Atlanta, GA

56. Leadership At-a-Glance 2008 MSIRP Conference New Orleans, LA

57. Sharing the Lead “Magicizing”  Our goal with both our customers and our partners is to serve their needs so that we can thrive together. In our partnerships and joint ventures, I study the details of each business with the intention of adding value by providing expertise on wants and needs of urban and rural minorities. Small details add up to big sales. Today’s entrepreneurial business leaders have to be able to listen to their team members and make adjustments when they make sense.  Earvin “Magic” Johnson 32 Ways to Be a Champion in Business

58. GEESE FLYING PAST

59. Economic Development  Mississippi Flyway  Why Geese Fly the V-Formation  71 % Greater Flying Range than if alone  When Lead Goose is Tried Rotates Out Others Lead  Honk From Behind to Encourage those in Front  Help Those Left Behind  Are We as Smart as Geese?  If we share a common sense of direction and a sense of community, we can get where we are going quickly and easily because we are traveling on the thrust of one another.

60. Never doubt that a small group of thoughtful, committed people can change the world. Indeed, it is the only thing that ever has. … Margaret Mead

61.  Completion

63. - Jeff Timmons “The best way to successfully predict the future is to create it.” - Jeff Timmons Southern University Spring 2008 Commencement

64. Questions