ISSUE NO. 05 FALL 2018
BUSINESS ON THE Bluff Healthcare Economics Summit
The Robert W. Plaster Free Enterprise Center
New Doctorate Program
In This Issue
Healthcare Economics Summit
Life lessons in the entrepreneurial mindset
Economics summit tackled health care concerns
Construction begins on the Robert W. Plaster Free Enterprise Center
The School of Business emboldens a global network of transformative and collaborative Christian leaders, dedicated faculty, entrepreneurial students, and active alumni who come together to create sustainable social impact through ethical practice, innovation, and service.
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New Education Doctorate Program
Concordia University Wisconsin launched its first education doctorate degree
Concordia University Wisconsin has
Dual MBA Degree
signed a dual degree agreement with a partner school in Ukraine
Dr. Brian Curry is the new MBA
program director within the Batterman School of Business
NO GMAT OR GRE
Concordia University Wisconsinâ&#x20AC;&#x2122;s Online MBA Degree program ranks No. 11 on the list of TOP 40 ONLINE MBA DEGREE PROGRAMS THAT DO NOT REQUIRE THE GMAT OR GRE.
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Business On Dean’s Message Dear CUW Alumni and Friends,
et me start by thanking you for all that you do for Concordia and for our students. You are truly on the front lines, living our mission of service by helping our students to grow in mind, body, and spirit. Thank you! Now, allow me to share with you some highlights from our past year in the Batterman School of Business. This last spring we had the groundbreaking on our new building, which is to be called the Robert W. Plaster Free Enterprise Center. At the groundbreaking, we had the wonderful surprise to hear that Mike White (chair of our Foundation Board) had upped his donation to $1 million to add to already significant seven-figure gifts from Ted Batterman and the Robert W. Plaster Foundation. Other significant gifts were provided by American Family, Fromm Family Pet Foods, and Sargento Cheese, to name just a few. We are truly blessed to have so many companies and families that support our school and our mission. Construction on our building will be completed in the summer of 2019. The building will address a significant need for classrooms, collaboration space, and various labs (e.g., Finance, Accounting, Marketing, Legal). More importantly, we will now have space on the third floor for you, our adjuncts, to use and call home when you are on-site teaching. And, your space will have great views of Lake Michigan (as well as access to a printer and a kitchen, on a more practical front). I must also share the bittersweet news that Dr. Carrie Buri, who has been with Concordia for 17 years, retired this last July. While I am happy that she will now have more time to spend with Jack and to do her gardening, it was sad to say goodbye to such a cherished member of our team. Although, she has agreed to continue teaching for us as an adjunct. This summer, and overlapping with Dr. Buri, we hired our next MBA program director, Dr. Brian Curry. Brian has really hit the ground running, and I know he would love it if you stopped by for a visit. And on the topic of our MBA program, I am happy to share that ours is now the “Preferred MBA Program of the Green Bay Packers”! Looking forward to this fall and winter, we have a number of exciting events, including programs at most of our centers across Wisconsin as part of Startup Week. I hope you can make it to one—the agendas can be viewed here at StartupWI.org. We also have our CULaunch! business plan competition and countless other activities; so please watch our website and social media for announcements. On the academic front, we have partnered with the School of Education in a new doctoral program that was just launched, an EdD in leadership, innovation and continuous
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improvement; and, we launched a new Master of Product Development degree in food and beverage (with a strong marketing focus). Finally, we will also be bringing undergraduate HR and healthcare administration degrees into our traditional undergraduate program. I should also comment on our growth in the school, which has been strong in some areas and less so in others, as has been the case at most universities. To accommodate changing focus, preferences, and demographics of our students, especially in the adult learning program, the university has done a restructuring where now centers are run by regional center directors, and management now falls under one roof combining online and adult education/accelerated programs. We are committed to seeing growth in all of our centers, and these changes will allow us to better accommodate the trends toward more blended formats (online and face-to-face). One program that we are especially happy to launch at our centers soon is construction and trade management. As you can see, we always have a lot going on in the Batterman School of Business! Overall, as a school, we are blessed to have had another year of growth; and I thank you for your help in making that happen by providing our students with a quality education. I wish you all of God’s blessings in the remainder of this academic year, in the classroom, and in your personal lives. And please stop by my office in Luther 203A sometime to say hello or maybe grab a cup of coffee. I would love to hear about your Concordia teaching experience! Yours in Christ, Daniel Sem, PhD, MBA, JD Dean, Batterman School of Business Daniel.Sem@cuw.edu
The Bluff Dean’s Ponderings Life Lessons in the Entrepreneurial Mindset
arly this October I was asked to present at the Entrepreneur in You Conference, organized by CUW alumna Celeste Cuffie. Celeste asked me to share a bit about my life story, how it sparked my passion for entrepreneurship, and provide any lessons learned. I would like to share those ponderings here, in case there are any useful nuggets—and if nothing else, to better introduce myself to you. Upon reflecting back, I can think of five main lessons from my entrepreneurial life journey: (1) Be willing to get out of your comfort zone; (2) Believe in yourself—listen to the wisdom of some mentors and ignore the negativity of naysayers; (3) Recognize and seize opportunities (carpe diem) when they present themselves; (4) Be ridiculously persistent; (5) Keep God and family central—because values and integrity matter. So here is my entrepreneurial journey in a nutshell: (1) I spent my young life on the corner of 52nd and Beloit Road in West Milwaukee, with my biggest adventure being graduate school at far away UW-Madison. In fact, my mother grew up in a house one block away on 53rd; so we were a family that loved the security of the familiar—the nice lannon stone homes and Gemütlichkeit of West Milwaukee. That was our comfort zone. In 1993, I moved from the security of Milwaukee to San Diego to pursue the California dream, in the world of biotech. This was about the time the human genome was being sequenced, so exciting times in science. This definitely took me out of my comfort zone; and yet I have no regrets. In San Diego, I was introduced to the highly competitive and international world of science, surrounded by some of the top researchers in the world at The Scripps Research Institute (TSRI). It was so foreign and frightening, and yet so stimulating and rewarding. (2) Several years into my postdoctoral studies at TSRI, I told my mentor I wanted to leave that academic world to pursue a career in biotech. My mentor was a National Academy of Science member, chair of the department of molecular biology, and a great source of wisdom and advice for me as I grew in that phase of my career. Thinking he would again have words of wisdom to guide me, he shocked me by casually telling me I was about to make the biggest mistake of my life. This shook me to my core—who was I to go against someone of his knowledge and experience? But I knew this was right for me. I was ready to again go out
of my comfort zone, and this time on my own. I needed to believe in myself and ignore (after careful thought) what my respected mentor was telling me. Sometimes you need to just believe in yourself and ignore the naysayers—even if they turn out to be your respected mentors. (3) I worked several years in this biotech job, rising to increasing levels of responsibility, and receiving company awards and accolades for innovation and discovery work. My new boss was my next mentor, and he taught me how to function as an ethical business leader in the world of biotech. After several years, I got the itch to pursue greater challenges and move out of my comfort zone again, when several of my coworkers and I dreamed of starting our own biotech company. We approached the CEO and my boss about the idea of a spinout company, which the CEO rapidly squelched. A year later, we decided to leave anyhow and pursue our dream to start our own biotech company. We met to explore ideas, and recognizing this one moment was perhaps the opportunity of a lifetime, I showed up to the meeting at my boss’s house with a detailed proposal and business plan, put together over several late nights. The team voted to pursue my idea—probably because I was the only one to show up with a plan. I had recognized there was a huge opportunity before me, and I seized it. I seized the moment (carpe diem). Being enraptured with this whole carpe diem concept, I then proceeded to quit the first good paying job I ever had, even though my wife and I just had our first child. What could go wrong? It is lucky, in hindsight, I seized the moment and didn’t think through too seriously the perils of the leap I was about to take. That one decision changed the course of my entire life. Sometimes life presents you with opportunities. When that happens, there is no special sign from God— no parting of clouds or burning bush—just a simple opportunity with some risk, and the opportunity has a short lifetime (maybe days or at most weeks). Most times we ignore them or say—“maybe later, after [fill in the blank].” Well, that is how life passes you by. You have to recognize and seize opportunities when they appear. (4) Okay, so soon the rapture of carpe diem wore off. I thought it would be several months of unemployment, trying to raise venture capital money with my boss who had done it before. But, three months turned into six then nine and going on twelve. Traveling around the country pitching to
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Dean’s Ponderings: Life Lessons in the Entrepreneurial Mindset investors was fun; but with no salary, debt was accumulating to the point of no return, with bankruptcy looking imminent. At that point, what is left to lose?! Amid, occasional tears and fears—I trudged on. I was relentlessly persistent because that’s what you have to be as an entrepreneur. Because it is hard. As Steve Jobs once said, most people just give up, because they are sane. I probably should have given up. But then it happened. We raised our series A venture capital round of $12.5 million—a syndicate of investors liked what we had! Later, we were ranked by Drug Discovery Today as one of the top 10 biotech startups in the U.S.; and our advisory board member had won the 2002 Nobel Prize in Chemistry for work he pioneered, which was related to what our company did. Ultimately, our company was acquired by Novartis. We were ridiculously persistent, and it paid off! Most people give up before reaching the end game of success, which is too bad—they needed to be ridiculously persistent. (5) While the California startup adventure was tremendous and life changing, I also had a wife and two children, with a third on the way. Extended family rarely visited because travel from Wisconsin to California is difficult and costly; yet nothing seemed more important to me than to have my kids grow up with the strong support network of family, and the opportunity to learn values and love from that network. I felt a need to prioritize family and God, so we made the decision to move back to Milwaukee, this time to pursue a career as a professor (maybe an entrepreneurial professor, if there is such a thing?). When I told my boss, my new mentor, he did not shock me by telling me I was making the biggest (second biggest?) mistake of my life. He was supportive. But he made me feel as though I was sacrificing everything about my entrepreneurial journey for family—and that was fine and perhaps noble. I wondered if that was true or if somehow I could have both. Again, I was of outside my comfort zone and exploring unknown territory. Those much wiser than I told me there was no path from industry to academics; from the world of a biotech entrepreneur to that of a grant-seeking professor. I was again moving out of my comfort zone and ignoring the naysayers. I did this because I was trying to prioritize God and family. So this entrepreneurial journey led me back to Wisconsin in 2002, to Marquette and then Concordia, where I got to pursue my new passion—mentoring other entrepreneurs
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and starting more companies (two this last year). I have no regrets, and I think I have become an entrepreneurial professor. Since coming back, I have been blessed to have students and community entrepreneurs share their most precious gifts with me: their dreams and passions, looking for me to give them guidance and support. I love nothing more than doing that! I believe God created all of us, and in us he instilled also a passion to create. This creative potential and ability is part of our human dignity. In that way, we embody the creation story. And for this reason, working with entrepreneurs has been a blessing and an inspiration for me. So if there is any wisdom I can extract from my entrepreneurial life journey to share with you, it is this: (1) Be willing to get out of your comfort zone; (2) Believe in yourself—listen to the wisdom of some mentors and ignore the negativity of naysayers; (3) Recognize and seize opportunities (carpe diem) when they present themselves; (4) Be ridiculously persistent; and, (5) Keep God and family central—because values and integrity matter. If you do this, you will live your life—a fuller life—rather than simply living the life other people design for you (and those people are likely the naysayers that you should be ignoring). You only have one life to live, and it is precious, so do not squander it living someone else’s vision for whom you should be. Daniel Sem, PhD, MBA, JD
Above Entry Level “ What’s in it for me ” isn’t so bad…is it?
hile exploring different parts of self-leadership, I stumbled across this particular definition, and it resonated with me. Self-leadership was defined as “a self-influence process and set of strategies that address what is to be done (standards and objectives) and why (strategic analysis), as well as how it is to be done— [it] incorporates intrinsic motivation (interest or enjoyment in the task) and has an increased focus on cognitive process” (source unknown). Instead of rolling out a long list of do’s and don’ts, I thought I’d break my thoughts down into smaller chunks to consider. The first of these “chunks” of the self-leadership paradigm surrounds internal forces. An understanding of internal forces requires the examination of natural reward, thought self-leadership, emotion regulation, and personality. For the moment, I will look at natural rewards. Whether it’s work or volunteer service, a decision has to be made whether or not to pursue a particular activity. It’s okay to be altruistic, yet in doing so, I offer this question in advance of the decision: What natural rewards are in place? Internal forces are those forces driving our intuition; namely, our intrinsic motivation in the form of the question, “What’s in it for me?” I forward the notion that examining natural rewards are a part of making this decision.
At the same time, instead of asking youself “What’s in it for me? ” try considering what rewards occur in the activity as a natural part of completing the activity. One personal example of this is my volunteering with the Boy Scouts of America, which gives me a sense of working for an organization that helped make me become the man I am today. I feel good about helping boys attain the abilities, knowledge, and skills learned through Scouting, knowing one day these skills will become a part of their personal and professional lives. This is my natural reward. This is a reward I do not find in other personal and professional areas of my life. So the next time you need to make a decision or choice about an activity, ask yourself, “What sense of reward will I receive once I complete this activity?” Consider making this one of the internal forces guiding your decisions. Kenneth Harris, Jr., PhD
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Events Healthcare Economics Summit BY: KALI THIEL, UNIVERSITY AFFAIRS
“The nation’s health care crisis is bigger than what any one segment can tackle alone. It’s time that everyone gets involved in health care.”
he assertion made by Dr. Barbara McAneny, the American Medical Association’s incoming president, was delivered to an audience of about 150 business executives/health care providers on Wednesday, April 11, on Concordia University Wisconsin’s campus. McAneny, who is poised to take the helm of the nation’s largest physician organization, was the keynote speaker for the second annual Healthcare Economics Summit, an effort of Concordia’s Batterman School of Business and Remedium eXchange (Rx), a Concordia-led think tank comprised of Wisconsin business leaders who share a goal to consumerize health care by incentivizing, educating, and empowering consumers in transparent markets. McAneny kicked off the event by laying out the concern: America ranks 19th in overall health outcomes and 43rd in life expectancy despite the fact
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the nation spends almost double the amount of any other industrialized nation, according to 2014 data. “If we continue as we have been, we will not have any money left,” McAneny stated. “We cannot spend all of our discretionary income on health care. This system cannot continue as it is. We’re going to have to look at all people; not just employers, not just doctors, but also patients.” The summit tackled the health care concern from a variety of angles by bringing together an impressive roster of health care, business, and thought leaders from across the nation. The morning event also included an address from Dr. John Raymond, president of the Medical College of Wisconsin, as well as panel discussions on the topics of “The Current Model of Insurance—What’s Wrong, and How to Fix It,” “Healthcare
It’s the second year Concordia has hosted the Healthcare Economics Summit. Last year’s inaugural event focused on the importance of market transparency and welcomed Wisconsin Gov. Scott Walker as a speaker. The annual summits are just one of the ways Concordia is demonstrating its commitment to bringing about a shift in the way Wisconsin, and the nation, begins to address health care. Concordia hosted a groundbreaking ceremony for its newest academic building, The Robert W. Plaster Free Enterprise Center. In addition to providing a home for Concordia’s Batterman School of Business, the building will house an incubator space for students, faculty, and the local business community to come together and form startup companies; a meeting space for the Rx think tank; and a medical clinic that will model the consumerization of health care using free-market principles. The space will allow Concordia to continue and build upon efforts made in the business of healthcare arena.
Batterman School of Business Dean Dr. Dan Sem is largely responsible for the annual Healthcare Economics Summit events held on Concordia’s campus. Challenges and Solutions, by Wisconsin Employers,” “Industry Trends: Amazon/JP Morgan/Berkshire; CVS/ Aetna; Aurora,” and “Health Rosetta & the CEO’s Guide to Restoring the American Dream.”
“A focus on the business of healthcare is a real mission fit for Concordia,” CUW’s Batterman School of Business Dean Dr. Dan Sem told those gathered on at the summit. “It’s a matter of social justice. How do we stop out-of-control costs? I think we can all agree that the business of health care is broken and we need to fix it.”
“It’s about getting people to realize that the problem with our health care system is that the normal metrics that we apply when we buy a shirt, a vacuum cleaner, a car, a house, we ignore,” said Lake Normal Benefits CEO David Contorno following his panel discussion on how to deliver world-class health care to employees at half the cost. “Everyone—the providers of services, the payers of services, and the consumers of health care—we ignore those basic tenets and it’s time we all wake up. We have a major crisis, and I think if the people in this room don’t fix it, the government is going to try and that’s not going to be good for any of us.” The summit concluded with a Skype call from Al Lewis, founder of Population Health Alliance and Quizzify, who issued a challenge to those in attendance: a $3 million award to anyone who can show that wellness programs work.
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Events Concordia breaks ground on The Robert W. Plaster Free Enterprise Center BY KALI THIEL, UNIVERSITY AFFAIRS
More than 250 people gathered on Tuesday, April 24, to commemorate the beginning of Concordia University Wisconsin’s latest building project, The Robert W. Plaster Free Enterprise Center.
ith state-of-the-art features, such as a functioning medical clinic and an incubator and collaboration space for nurturing business start-ups, the approximately 41,000-square-foot academic building promises to be a place where entrepreneurial collaboration and health care innovation can occur together.
“ Today is a day to mark a beginning, and yet a lot has preceded this day. ” President Rev. Patrick T. Ferry, PhD
He proceeded to acknowledge the myriad individuals and groups who have supported the project along the way. “Lots of
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lives will be touched because of the work that will be done in this building.” Remarks were also delivered by Concordia’s Campus Pastor Rev. Steve Smith, Batterman School of Business Dean Dr. Dan Sem, School of Health Professions Dean Dr. Linda Samuel, Student Government Association President Colter Dziekan, and campaign chair Michael White. White, who is also the owner, chairman, and CEO of Rite-Hite Corporation, delivered a surprise announcement that his company would donate $1 million to the project. The three-story building is expected to be finished by fall 2019. Named after the Robert W. Plaster Foundation, the academic building will house Concordia’s
thriving Batterman School of Business, which graduates more students than any other academic school in the university. For the past five years, the Batterman School of Business’ MBA program has topped the Milwaukee Business Journal’s list of largest MBA programs within a 100-mile radius of Milwaukee. In addition, Concordia students studying health care will be invited into the space. With half of CUW’s six academic schools devoted to health care disciplines, there exists a built-in opportunity to fuse business and health care learning. Already, Concordia has demonstrated its leadership in this area by leading multiple start-up or accelerator competitions designed to support participants who are developing innovative health care solutions. Concordia also annually hosts the Healthcare Economics Summit, which focuses on the subject of the business of health care. The past two years’ summits have welcomed nationally recognized keynote speakers including Wisconsin Gov. Scott Walker and the incoming president of the American Medical Association, Dr. Barbara McAneny. The new building will continue to support Concordia’s efforts in this realm. It will feature: •
The clinic will be co-managed by faculty and students in CUW’s growing health care administration program. Of the 819 students enrolled in CUW’s MBA program, 90 are pursuing the health care administration track—a number that has doubled in the past three years. The Robert W. Plaster Free Enterprise Center is made possible thanks to the support of multiple donors from the business community, including: American Family Insurance Dreams Foundation; Theodore W. Batterman Family Foundation; Robert W. Plaster Foundation; Lutheran Church Extension Fund; Rite-Hite Corporation Foundation; Sargento Foods, Inc; ICG, Kohlwey Family; Mayer Helminiak Architects LLC; and Tom Nieman, owner of Mequon-based Fromm Family Foods. The American Family Insurance Dreams Foundation has pledged $250,000 to the building project and will be looking at other ways to partner with Concordia University. “Our support for the Robert W. Plaster Free Enterprise Center complements American Family’s commitment to innovation and entrepreneurship,” said Bill Westrate, American Family Insurance president. “We’ll also be exploring a variety of opportunities for collaboration with Concordia that could include educational offerings, data analytics and specialized professional training. We’re excited about this opportunity and look forward to a mutually beneficial partnership.”
Multiple classrooms, offices, and mixed-use rooms such as laboratories, work rooms, analysis centers, and public areas. A dynamic, cross-disciplinary “collaboratorium,” or incubator/collaboration space that will match students with educational mentors and successful community entrepreneurs to foster the formation and launching of new products into the marketplace. A medical clinic that will model the consumerization of health care using free-market principles. The clinic, which will involve students in Concordia’s School of Health Professions and Batterman School of Business, will deliver top-notch health care while providing experiential learning opportunities for students. A meeting space for the Rx think tank, which is a consortium of Wisconsin business leaders who share a goal to consumerize health care by incentivizing, educating, and empowering consumers in transparent markets.
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New Program Concordia announces new education doctorate program
Concordia University Wisconsin launched its first education doctorate degree, a one-of-a-kind program designed for leaders, innovators, and “doers” in an array of professional vocations.
he university received the final requisite accreditation approval for the Doctorate of Education of Leadership in Innovation and Continuous Improvement (EdD LICI). The 60-credit, three-year program is an online degree program with two residency requirements. It comprises three core areas: leadership, research, and improvement science and innovation. Students are also afforded the opportunity to customize their learning experience with a fourth, elective area. While there are other doctorate programs that focus on educational leadership or educational administration,
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Concordia’s EdD LICI degree is unique in composition, learning objectives, flexibility, customization, and market demand, says School of Education Dean James Pingel II, PhD. “With the LICI program, students are receiving and earning a four-in-one degree, a deep dive and transformational growth journey in leadership, research, continuous improvement and innovation, and in an elective area,” says Pingel. “When they graduate from this program, they will be experts and change agents in four different fields of study. In our diversified, interprofessional, and global world, LICI graduates will walk off the
Master of Product Development Food and Beverage stage with a lot of significant tools in their toolbox.” The program boasts the following distinctive features: • Cross- d i sci p l i n a r y a ppro a c h —A rgu a bl y t he most u n i q u e p a r t o f t h e de gre e —w h i c h t h e LI C I steeri n g co mmi tte e a n d fa cu l ty te a m has d u b b ed i ts “s e c ret s a u ce”— i s i t s c ro ssdi sci p l i n a ry a p p ro a c h . Th e pro gra m we l co mes stu d ents wi th d i ve rs e pro fe ss i o n a l ba c kgro unds , incl u d i n g p rofe ss i o n a l s i n bu s i n e ss , ph a r ma cy, heal th p rofessi o n s , n u rs i n g, a n d e du c at i o n. Th e cu rri cu l u m i n co r po rate s be st pra ct i ce s from each of th e s e fi e l ds o f st u dy, e n s u r i ng stu d ents wi l l d eve l o p a n d e n h a n ce s k i l l s t hat are tra n sfera b l e to a l mo st a ny pe rs o n a l a n d professi on al vo c at i o n . • C U a d vi si n g to u c h po i nt s fo r di ss e r t at i o n com p l eti on —Wi t h a fo cu s o n h e l pi n g st u de nts com p l ete th ei r di ss e r t at i o n w i t h i n t h re e ye ars, th e p rog ra m e n co u ra ge s st u de nt s to be g i n th e p roce ss e a r l y. N ew st u de nt s w i l l be assi g n ed a d i sse r t at i o n c h a i r a n d w i l l be gi n the di ssertati on p ro ce ss w i t h i n t h e fi rst we e ks of t h e p rog ram . Co n st a nt a n d re gu l a r to u c h points an d i ntera cti ons betwe e n t h e di ss e r t at i o n ad vi sor a n d stude nt a re bu i l t i nto t h e pro g ra m jo u rn ey. • Tau g ht f rom a Bi bl i c a l wo r l dv i ew—Wh i l e stu d ents of vari o u s ba c kgro u n ds a n d fa i t h s w ill be ex p osed to ma ny di ffe re nt v i ew po i nt s i n the prog ra m , i n stru cto rs a n d cu r r i cu l u m w i l l a l s o present content a n d be st pra ct i ce s a l i gn e d w ith Co n cord i a’s m i ss i o n a n d co re va l u e s . Fo r m ore i nform at i o n o r to a ppl y, co nt a ct Am b er S ch i essl , di re cto r o f gra du ate e n rol l m ent, at a mbe r. s c h i e ss l @ cu w.e du o r 262-243 - 4551 . KA L I T H IE L , U N I V E R S I TY A F FA I R S .
Products are being introduced to the market every day, make yours
one of them
ur MPD program provides realworld skills in multiple tracks: pharmaceutical, chemical, and food and beverage. The pharmaceutical and chemical track is housed within the School of Pharmacy and centers on pharmacology, formulations, and process development. The food and beverage track, housed within the B atterman School of Business, dives into the business of food and beverage development, from the development process in the marketplace to package design to marketing and management. You’ll partner with industry leaders on product development projects, and you’ll perform work in state-of-the-art labs. Of course, a program like this wouldn’t be complete if we didn’t teach you the entrepreneurial skills you’ll need to start your own company or innovate within a company. But you’ll also learn to build critical-thinking and teamwork skills through case-based teaching and labs, blending technical skills with business, legal, regulatory, and compliance knowledge. You’ll learn how to use analytics and demand projections to make management decisions, while using concepts—like Lean Six Sigma and sensitivity analysis—to solve operations and process-optimization challenges. And finally, you’ll learn about the Triple Bottom Line throughout the course of this program: people, profit, and planet, with a focus not only on sustainability but on how to boost it.
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New Program Concordia solidifies dual MBA degree with Ukrainian university
Concordia University Wisconsin has signed a dual degree agreement with a partner school in Ukraine that will allow Ukrainian and American students to more easily achieve an MBA degree from both universities.
on cord i a’s j o i nt pro gra m w i t h U k ra i n i a nAm eri ca n Co n co rdi a U n i ve rs i ty ( UAC U) w ill b eg i n i n stru ct i o n i n fa l l 2 018 fo r t h e fi rst co h ort of stu d ent s . Th e pro gra m w i l l be de l i vered over a n 1 8- m onth to two -ye a r pe r i o d a n d w i l l pla ce a hi g h em p h asi s o n et h i c a l bu s i n e ss i n st r u ction. St u d ents wh o su cce ssfu l l y co mpl ete t h e e nt i re cu rri cu l u m , w h i ch i n c l u de s a re q u i re d st u dy a broa d peri od at th e p art n e r u n i ve rs i ty, w i l l be gra nted a deg ree f rom b oth C U W a n d UAC U. “ For yea rs, Con co rdi a’s M BA pro gra m h a s c l a imed
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the top s pot for la rgest MBA progra ms in the are a,” s ays E xecutive D irector of I nter nationa l Educat i on Rev. D r. D av id Bir ner. “Our Chr istia n her ita g e lea ds us to a n uncommon, ethica l a pproa ch to bus iness , w herea s other pa r ts of the wor ld l ack t hi s empha s is . We’re proud to now extend our worl dcla ss , pr incipled progra m to Ukra inia n student s.” A s pa r t of the pa r tners hip, Concordia w ill per iodica lly s end MBA fa culty to Ukra ine to ex pos e students to a brea dth of globa l tea chi ng
Costa Rica—Business pe rsp ecti ves. Bi rn er says th e fa cu l ty me mbe rs ’ i nte r n at i o na l v i si ts w i l l u l ti m ate l y be n e fi t t h e pro fe ss o rs, to o, as wel l as st u de nt s o n C U W’s c a mpu s . Wi th fa cu l ty i n t h e h e a r t o f a mo ra l batt l e f ield, work i n g to i n sti l l a C h r i st i a n wo r l dv i ew, i t w ill broa d en th ei r pe rs pe ct i ve a n d s h a r pe n t h e ir sk i l l s, says B i rn e r. CU W’s B atterma n S c h o o l o f Bu s i n e ss de a n, Dr. D a n i el S em , t rave l e d to U k ra i n e w i t h Bir ner to l ay th e g rou n dwo r k fo r t h e fi n a l i z at i o n o f the ag reem ent. In fa l l 2 01 7, Conco rdi a fo r ma l i ze d i t s lo n g sta n d i n g p a r t n e rs h i p w i t h UAC U w h e n un i versi ty l ea d e rs s i gn e d a pa r t n e rs h i p ag reem ent th at i de nt i fi e s C U W a s a co fo u n d er of th e U k ra i n i a n u n i ve rs i ty. Th e M BA pa rtn ersh i p i s a n at u ra l exte n s i o n o f t h e for mer ag reem ent, says Bi r n e r. It ’s al so am on g t h e fi rst i nte r n at i o n a l du a l de g ree p artn ers h i ps Co n co rdi a h a s s i gn e d re centl y, wi th m o re s l ate d to co me. L a st yea r, Co n cord i a si g n e d a du a l M BA de gre e a gre e ment w i th S h an g h a i U n i ve rs i ty o f I nte r n at i o n a l Bu si n ess a n d Eco n o mi c s (S U I BE ) , a n d i n 2 016 Co n cord i a l au n c h e d i t s fi rst du a l de gre e prog ra m w i th S h a n gh a i N o r ma l U n i ve rs i ty Ti an h u a Col l eg e i n S h a n gh a i , C h i n a .
scape Wisconsin on a memorable spring break adventure to beautiful Costa Rica. This fun-filled week has it all! From exploring
the capital city of San Jose, being inspired by the biodiversity of the cloud forest and the wildlife of the Tárcoles River, witnessing the business impact of the tourism industry at the beach, discovering the impact of agriculture on a coffee plantation tour, and embracing your Costa Rican culinary skills, we will see why Costa Rica is an attractive place for business. Not only see but do! We will take on a service project visit several prominent companies, and, even, immerse ourselves in the culture with a tropical Latin dance or two. This trip, open to all Concordia MBA and undergraduate students (particularly business students), is not one to miss!
Join us! It will be “Pura Vida!”
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Business on Meet the New Faculty
Dr. Brian Curry D i re c t o r â&#x20AC;&#x201D; M B A P ro g ra m s U . S . a n d I n t e r n a t i o n a l
Dr. Brian Curry has led technology companies for over 25 years. Currently as U.S. and International Director of the Batterman School of Business and Haab School of Business MBA programs he is responsible for the direction and leadership of academic operations and growth of the program. Prior to Concordia University, Dr. Curry was President and CEO of companies within the pharmaceutical, diagnostic, nutrition, and consumer product sectors. At TechStar, CATI, and NASA-Sponsored Classroom of the Future, Dr. Curry analyzed business strategies, did financial analysis, developed recommendations, and orchestrated successful implementations coupled to milestones. He has multinational business experience in North America, Central America, Europe, Asia, and Africa. In addition, he has published and presented peer-reviewed research nationally and internationally. Dr. Curry has participated in venture capital deals, in- and out-licensing, and financial and regulatory audits, as well as an MBO.
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The Bluff What drew you to Concordia? Concordia allowed me the privilege to teach as an adjunct instructor at the undergraduate and graduate levels. It was during this time that the students showed me what it meant to attend a university that practiced the development of mind, body, and spirit. While the foundational business messages have been taught for centuries, there was a subtle distinction at Concordia. It was not difficult to attribute the differentiation to the practice of Christian values from the level of instruction, learning, and service. That is when I decided to become part of the Concordia team, with the mission to build the most innovative MBA program.
What drew you to teaching? My grandfather spent most of his life working as a heating and cooling mechanic in a small Michigan town. Despite what some may classify as a blue-collar worker, he was one of the strongest pillars in the community. His status in the community allowed him the opportunity to teach at a local technical college. I remember him telling me the joy of preparing someone for a better life. Hence, I always knew that someday I would teach. So I was very blessed to have the opportunity to teach within the Batterman School of Business at Concordia.
How would you describe your teaching style? While my teaching style continues to evolve, my underlying philosophy is that positive behavior creates a positive mindset. Consequently, the pursuit to prepare students to be responsible stewards and critical thinkers in order to create long-term solutions for the betterment of society begins with my integrity. In other words, as an educator I have responsibility in and out of the classroom to uphold my positive behavior in order to cultivate a positive mindset for students. Hopefully a studentâ&#x20AC;&#x2122;s positive mindset leads them to a life that is lived for the betterment of others.
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