Creating an Integrated Campus
By Gary Eppen
Deputy Dean for Part-Time M.B.A. Programs and Ralph and Dorothy Keller Distinguished Service Professor of Operations Management
It became clear that the GSB had outgrown its physical plant. Student project teams could be seen working in stairwells and hallways. The data revealed that we ranked dead last among our competitors in space-per-student.
Bob’s first choice––also the faculty’s top option––was to expand our current location on the main quadrangle. We checked out every conceivable alternative. In the end, it was clear that the GSB had to move. Two possible locations eventually emerged, and Bob turned to the senior faculty to choose the location of the new integrated campus. The tenured members of the faculty overwhelmingly selected a location north of Ida Noyes Hall. This was widely seen as a reaffirmation of the fact that the GSB sees itself as a central part of the university and fears that its important connections might be broken by a noncentral location.
The architect and design for the new building were selected by a university committee that included representatives from the university administration, trustees, and faculty from other university departments as well as alumni, students, faculty, staff, and administrators from the GSB.
The integrated campus process showed two Hamada tendencies in bold relief: He pulls together those groups most affected by an action, and then he works hard to implement the decision they make. Committees appointed by Bob Hamada know their recommendations count.
Next: Planning an M.B.A. Residence
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