Profiles in Leadership - UW-Milwaukee
Profiles in Leadership - UW-Milwaukee
Profiles in Leadership - UW-Milwaukee
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Message from the Dean<br />
Dean V. Kanti Prasad<br />
2 OUTLOOK<br />
“ Innovation is the central issue <strong>in</strong><br />
economic prosperity,” accord<strong>in</strong>g to<br />
management expert Michael Porter.<br />
As global competition <strong>in</strong>tensifi es, this<br />
message will play an <strong>in</strong>creas<strong>in</strong>gly important<br />
role. And how well we respond to it may<br />
well defi ne the future of American<br />
bus<strong>in</strong>ess. The call for <strong>in</strong>novation as an<br />
economic rally<strong>in</strong>g cry, if you will.<br />
The message was re<strong>in</strong>forced to us earlier<br />
this year at the Lubar School’s 40th<br />
anniversary celebration. Three of our<br />
dist<strong>in</strong>guished alumni — Rockwell<br />
Automation’s Keith Nosbsuch, The<br />
BloodCenter of Wiscons<strong>in</strong>’s Jackie<br />
Fredrick, and Harley-Davidson’s Jim<br />
Ziemer — discussed their perspectives on<br />
leadership at the event. It was strik<strong>in</strong>g to<br />
note that a common thread that ran<br />
through their comments was the<br />
importance of <strong>in</strong>novation to their<br />
companies — three dist<strong>in</strong>ctly different<br />
world-class organizations. As Keith<br />
Nosbusch put it, <strong>in</strong>novation is not just a<br />
buzzword — it’s imperative to their<br />
bus<strong>in</strong>ess. (please see pages 6-8)<br />
This fall, the Lubar School of Bus<strong>in</strong>ess<br />
has launched a formal effort to plant the<br />
seeds of <strong>in</strong>novation with<strong>in</strong> <strong>UW</strong>M students<br />
— the NEW VENTURE BUSINESS PLAN<br />
COMPETITION — supported through<br />
private fund<strong>in</strong>g from La Macchia<br />
Enterprises, the parent company of The<br />
Mark Travel Corporation and Trisept<br />
Solutions. (please see page 11)<br />
Over the course of approximately four<br />
months, entrants will attend workshops<br />
and advisory sessions, obta<strong>in</strong> feedback on<br />
their ideas, and present their fi nal plan to<br />
a panel of judges, who will judge entries<br />
on their bus<strong>in</strong>ess merit.<br />
W<strong>in</strong>n<strong>in</strong>g a cash prize is the ultimate goal<br />
of the entrants. But the value of the<br />
process — refi n<strong>in</strong>g their ideas, fi ness<strong>in</strong>g<br />
their plans, and hopefully one day<br />
br<strong>in</strong>g<strong>in</strong>g them to the market — will be<br />
the real reward of the competition.<br />
As another renowned management<br />
scholar, Peter Drucker, stated: “Innovation<br />
is the specifi c <strong>in</strong>strument of entrepreneurship…the<br />
act that endows resources<br />
with a new capacity to create wealth.”<br />
We can all buy <strong>in</strong>to that.<br />
V. Kanti Prasad<br />
Dean