By Martin Melaver
Recently, I was invited to meet with the Dean of a prestigious MBA program. I didn’t haven’t the foggiest notion what he wanted from me. Still don’t for that matter. As I waited outside his office, I felt all of ten years old being called in to see the principal. His office reminded me of that line from The Great Gatsby: It smelled like money. As the Dean prattled with me over the ensuing hour in that sort of casual type of peripatetic chit-chat that told me I was being interviewed and somehow failing the test, I never did relax completely. He wanted to know things like my big-business experience (none) and the global scale of my company’s sustainable projects (not).
I knew, though, what I wanted: to convince the Dean that his school should grab first-mover advantage and become the first of the top ten MBA programs in the country to overhaul its curriculum so that sustainable principles suffused everything being taught. I was playing to a deaf audience.
The case seemed simple and obvious. For one thing, I had been a visiting lecturer at this school for the past three years (a business case study had been written about my company and one of our projects) and, in those three short years, you could see a sea-change in the students’ thoughts about sustainable business practices. Initially, sustainability was seen as a cross between something trendy and oddly curious. Now, the vast majority of students I spoke with and taught viewed sustainable principles as fundamental to running a business. In MBA jargon, the school’s customers were starting to demand a new product.Click to continue reading »