Welcome to Dartmouth's most influential daily
Each day, Dartblog and its team of alumni and students bring you news and commentary from Hanover and the world at large. Read our iPhone edition here.
This is an archived post. Please click here to see the latest entries.
Apple v. Dartmouth — Steve v. Carol
When John Kemeny was the President of the College, Dartmouth’s chief decision-making body was his famous “kitchen cabinet” — a group of five or six senior administrators and professors who would meet regularly in the mansion on Webster Avenue. From this little group came John Kemeny’s “bets”, the bold moves to drive the College forward in specific areas: coeducation, computing, foreign study programs, etc. The latter two areas were major innovations in higher education; Dartmouth led other colleges for many years in the use of computers and the number of students going abroad.
Of course, after a decision was made in the Kemeny kitchen, the machinery of convincing the College’s stakeholders of the wisdom of each decision was wheeled into place, but the vision itself came from a small group.
Contrast this method of creating innovative ideas for the College with IP Folt’s lumbering strategic planning itiniative (“strategic planning retreats, 200 working group members, nine working groups; 3,000 people participating in focus groups and forums,” etc.), and you have the observation that is the focus of advertising man Ken Segall’s book: Insanely Simple: The Obsession That Drives Apple’s Success. This pretty little volume, the first by someone who worked directly with Steve Jobs (as opposed to the various books by journalists who studied Steve and Apple from the outside) should be required reading for the College’s next President. It is a perfect description of everything that Folt/Kim/Wright have not done — have a small group of the highest quality people focus on the core values that make Dartmouth a special school.
For a further example of what is wrong beyond the current strategic planning contraption, look at the College’s most recent capital campaign: it highlighted 91 priorities for the institution. 91! If you have that many priorities, then in reality, you have none at all.
Or think of the utter absence of any significant development in recent years in the academic and residential life of the College. The only example that I can come up with is the change of the calendar around Thanksgiving. That’s pretty thin gruel over the fourteen year’s since Jim Wright became President in 1998.
Of course, the institutional sclerosis affecting Dartmouth is hardly unique. Segall cites his advertising work with both Dell and Intel as a contrast to the efficiency and imagination that characterized Apple: these lumbering companies insisted on multiple meetings with numerous participants for even simple questions, and endless market testing and focus groups before any decision could be made — in short, Dell and Intel were run by weak-willed people who did not understand their customers nor their company’s overarching goals. Sound familair?
At Apple, a single-minded focus on making great products, ones that would give users a unique experience, was the core principle that animated all thinking, discussions and investments. Let’s imagine applying that principle in Hanover: what if the Trustees decided (I mean really decided, not just paid lip service to the idea) that Dartmouth should be the greatest undergraduate institution in the world and everything else be damned. Wouldn’t that help our new President understand the institution’s goals?
October 18, 2009
When Love Beckoned in 52nd Street
We were at San Francisco’s BIX last evening, enjoying prosecco, cheese, and a bit of music. A full year of inhabitation in Northern California has unraveled to me no decent venue for proper lounging, but…
October 9, 2009
D Afraid of a Little Competish
So our colleague and Dartblog writer Joe Asch informed me that the D has rejected our cunning advertising campaign. Uh-oh. The Dartmouth is widely known as a breeding ground for instant New York Times successes,…
September 4, 2009
How Regents Should Reign
As Dartmouth alumni proceed through the legal hoops necessary to defuse a Board-packing plan—which put in unhappy desuetude an historic 1891 Agreement between alumni and the College guaranteeing a half-democratically-elected Board of Trustees—it strikes one…
August 29, 2009
Election Reform Study Committee
If you are an alum of the College on the Hill, you may have received a number of e-mails of late beseeching your input for a new arm of the College’s Alumni Control Apparatus called…
August 23, 2009
Fare Thee Well, Tom Crady
And now Dean Tom Crady has precipitously announced his departure from the College after only 20 months on the job. How to read this? By way of background, prior to coming to Dartmouth, Crady had…
May 31, 2009
Kangaroo Court, Indeed
In an interview with The Dartmouth, alumni-elected trustee T.J. Rodgers ‘70 explained his reasons for declining to participate in future evaluations of trustees up for “re-election,” namely the “kangaroo court” nature of such discussion in…