Alumni Business Conference 2011 - Lamar Johnson


Uploaded by UTMcCombsSchool on 10.03.2011

Transcript:
>> A great quote from Monty Python:
"Now for something completely different."
I think when folks asked me to talk today, they expected me
to talk about the research that we do in the longest,
world's longest titled Center for Customer Insight
and Marketing Solutions and/or the research
in the Supply Chain Management Center of Excellence.
And I'm not going to talk about any of that, although I am going
to talk about what we do there
and how it benefits the university, and the students,
and our industry partners.
But I'm also going to talk a little bit
about how an old retread like me got into that position.
Because wherever I go and talk about the work I do, people say,
"How did you get that job?
That sounds cool!"
And so I'm going to tell you how I got the job.
And it is cool, and it is fun.
And it keeps me around young people.
And I thought there would be a bunch
of young people in here today.
Boy, am I wrong!
[laughter] Okay, so down the road a little bit.
This was, this was my title of this, of this talk.
I sure didn't have enough research data to talk about.
I'm sure not qualified to talk about research data,
but I think I am qualified to talk about this.
I left University of Texas in 1970.
We had just finished winning a national championship.
The tower was orange.
It was a glorious time to be here.
And mad, made my way to Procter and Gamble --
not immediately to Cincinnati, Ohio, all,
although eventually I made it to Cincinnati.
Retired in Cincinnati.
And I'll talk to you a little bit about what I did there
and how it led me and helped me do what I do today.
But then, came back home in 2006 after a 30,
almost 34-year career at Procter and Gamble.
Why didn't I stay 35 years?
Because I didn't need another watch and I had reached one
of my milestone, my goals, and I'll talk
about that in a minute.
So. Now, why did I come back from Cincinnati to Austin?
Well, I think you can all probably figure that out,
if you take a look at that.
[laughter] And no, that's not me on the right there, but,
you know, being from Texas I had sense enough to wear pants
when I shoveled the snow,
but I certainly did shovel my share of snow.
But then, you know, you come back to something like this
and it's pretty easy, pretty easy sell.
So a lot of my friends from Midwest and from Cincinnati
and had grown up in the Northeast,
retirement meant Florida.
To me, Florida is 4:30 dinner specials.
[laughter] And there's a lot of other stuff to do besides that,
so pretty easy decision to want to come back.
And I'll talk a little bit about this journey from UT and P
and G. This was the young whippersnapper full of piss
and vinegar, ready to go off and make his way in the world and,
you know, getting out of University of Texas.
And I'll tell you a little bit about what I did.
I -- interesting career path.
I started out to be in actuarial science, or an actuary,
decided I wasn't smart enough to be an actuary, so --
no offense, Jim, but I moved into this, finance,
and got a degree in finance after that.
And then probably figured I wasn't smart enough to do that,
so Procter and Gamble called me
for a sales interview of all things.
Can't imagine why.
But ended up working for P and G and spent the first half
of my career in sales and sales promotional
and sales management kinds of positions.
And then about halfway through my career,
we started putting the pieces
of the internal organizations together
that make up the supply chain.
We put engineering and manufacturing and procurement
and distribution and logistics under one umbrella organization
and called it "Product Supply."
But the interesting thing about that, or the thing
that they quickly found is while procurement certainly connected
directly into our suppliers, the property of the customers,
on the other hand -- and when I talk about a customer of P
and G, that's today Kroger and Wal-Mart and HUB and people
like that -- there was no connection
for the supply chain into those customers.
The customers' prop, was always the property of sales,
and sales didn't want anyone talking
to the customer but them.
And so we would ship product, it would get on a dock,
it would go away,
and we wouldn't have a clue what happened to it
until the customer called and said, "It's the wrong stuff,
it's all broken up in the truck, and the truck was late.
Other than that, it was a good order."
So in order to complete the supply chain organization,
P and G said, "Well, let's take a few sales people."
And they looked back and said I had been an actuary
and a finance person, so I could probably compete with engineers,
so they brought a few sales people
over to help design what the supply chain connection
into the customer would look like.
That eventually led to partnering with Wal-Mart
and creating a customer team on the ground
that had cross-functional resources.
So I wound up staying on that side of the business
but always working externally with our customer.
So when I retired I was managing all of our outbound supply chain
in North America, which included all orders, order management,
all accounts receivable, forecasting, distribution
and delivery, all of that good stuff into our customers.
So always -- first selling things
and then fixing things the sales people screwed up when,
with the order management and delivery process.
So when I retired I had 800 people working for me.
I'd gone through Sarbanes Oxley, and I was the guy
that signed off on our North America shipping
and billing accuracy at the end of the quarter.
Dealt with twenty-five hundred trucks
of product shipping every day to customers across North America.
Seven hundred and fifty of those trucks or so went to Wal-Mart,
and even though we had 99 percent on time delivery,
seven or eight trucks every day didn't make it to Wal-Mart
when they were supposed to make it,
and I heard about almost every one of those.
So this was me when I graduated UT; this is what I looked
like when I retired [laughter].
And now that I've been back,
I've cleaned myself just up a little bit.
So here was a journey that began to prepare me
and led my thinking about what I wanted to do
and how long it's actually been in the planning stage.
But, okay.
Graduated -- first thing I did, I set a goal to retire at 55.
Why 55? Well, I read something even back then that said,
for every year you work past 55
in a stressful situation it takes two or three years --
I can't remember now --
two or three years off your life at the other end.
I said, "Hmm.
Fifty-five sounds like a good number."
Plus it was [inaudible] to make sure I was saving appropriately.
P and G is not a company, is a company
that does not have a pension.
I don't have a pension plan; it was all profit-sharing.
You know, so the company had to do well for me to do well.
And over that period of time, I mean, my God,
we've been in business a hundred and seventy-four years,
so it was a pretty good bet, but all profit-sharing and stock
that had been accumulated, so I was able
to retire fully at age 55.
But I also knew that was young enough to need to do something,
so along about 1980 I said,
"I want to come back and give back to UT."
And I came to that conclusion because by that time I was
in sales management position.
Actually I was in Saint Louis, and I was working closely
with the university there,
and I really realized how much I liked the university atmosphere,
how much I, it really meant to me to make a difference
to young people, and how fun that would be.
And I started thinking, "Well, okay, when I get to be 55,
this sounds like I think I probably want
to do something back with the university.
I'm not sure what that is, but I want to do something."
So I set myself a goal to come back to UT.
This was in 1980.
During '83 through '88 I was fortunate enough --
I'd moved back to Dallas, and I took over the recruiting program
for P and G here at the university.
So I was able to lay the groundwork for my future plan
and built faculty relationships -- Eli Cox was here at the time.
Where's Eli?
Up here. Worked closely with Eli, worked closely
with a number of the faculty that are still here today.
The deans have come and gone; the faculty's still here,
and they're still sitting in their same 45-yard foot,
line football seats that they had in that period of time
that they couldn't begin to get now if they tried.
[inaudible] checks the obituaries every day to see
if they've passed away [laughter],
because he knows they could --
he's worth a lot more dead than he is alive [inaudible].
So anyway, so I was down here; I built relationships.
It was that 1988 I moved out of the sales side
into the supply side,
and we didn't recruit the business school at that time
for supply, so I moved away from the recruiting program,
but I kept the relationships.
And oh, by the way, when I mean I recruited down here,
I wore the shoe leather off the bottom
of my shoes walking the halls, showing up to classes,
meeting with students, doing whatever I needed
to do to have a presence.
And when I left that in 1988, UT Austin was the number one school
in the world for hiring for Procter and Gamble.
We hired more students here than at any other school
in the world [applause].
So -- that's not the case anymore,
because I'm not doing that work.
But I'm trying to, I'm trying to build that bridge back
in the other direction.
But okay, 1998, I established an excellence endowment fund,
[inaudible].
But that time I had enough saved up to help start that program.
It was an annual payment process.
I didn't dump one big lump sum in here, but I gave some money.
And at the time P and G matched that money two to one.
So my 5,000 became 15,000, and over a few years that ratcheted
up to be an, to be an endowment fund.
And when you do that, it means you have a plaque over there
with your name on it, and when you call the dean, they see you.
So I'm -- this is a plan, part of a plan.
Alright? I had relationships, I gave back, I gave money,
I gave enough money to be significant,
so when that when the dean, when I called the dean he had
to give me an appointment.
And basically, it, I continued to give,
annually leveraging that annual gift.
P and G's backed that off to matching;
it's an even match now, one for one.
But I still give even today.
I made my goals clear to three deans,
beginning back with Bob Witt.
Some of you remember Bob.
I developed a relationship with him when he was
in the marketing school.
So made it real clear to Bob that I wanted
to come back someday, whether he was there or not.
Bob May, I think took over -- where was Cunningham?
Cunningham was before -- anyway,
so I barely knew Cunningham then,
but I made friends with him later.
And Bob May and then George Gau.
And of course now I report to the,
two up to the dean, I guess.
But anyway I made it clear that I wanted
to come back and do something.
And then about a year before I actually came back and retired,
or had retired and came back,
I negotiated a role with George Gau.
And George wanted me to teach.
And I said, "George, I'll be happy
to teach as a guest lecturer.
I'll be happy to show up and offer what insight I can
to whoever you want me to do that,
but I don't want a regular teaching assignment,
because that means I have to show up regularly."
I said, "I've been doing that for 34 years.
I want my freedom in retirement."
If you'll notice I'm a little bit, maybe,
more tan than some of the people.
I just came back from a ski trip.
I got back Tuesday.
I wanted something where I could still enjoy my retirement,
be light on my feet, move, but still do something significant
to feel like I'm adding value
and giving back from my experience.
So he said, "Here's the challenge."
And no offense to anyone in the room, but he said, "My, my" --
George's goals at the time were to build strong relationships
with his critical departments between industry
and the, and the faculty.
And he said, "The marketing department has the weakest
external links of any department."
And he said, "I need you to go see if you can figure out how
to bridge that gap and build industry relationships back
with the marketing department."
I said, "I can, I think I can do that."
There was a center at the time that was created in 1998,
The Center of Excellence, that really was the vehicle
to connect externally with industry.
And it was called the Center for Customer Insight.
And there was a number of reasons, when I got in
and started doing my assessment of the, of the market --
I took the business approach and did an assessment with faculty
and industry and students to find out what was missing
in all this and why we might not be as successful.
And there were several things we weren't very effective.
One is the benefits to industry
for the relationship weren't clear.
Sounds a little like a business problem:
customer doesn't know why they should be buying the product.
So had to fix that right away.
There was only a small number of faculty that were connected
to the center for a special area
of marketing called customer insight.
There was, I think, one faculty person teaching that,
and another person interested in the research.
But it was a very fairly small group of people
that were connected to customer insight.
Students were not really connected to the center at all.
And the faculty leader was, had other priorities.
He was the chair of the department;
he had lots of things to do.
Chairs of departments are busy.
They have their own research, they teach,
and they're responsible for the whining of all the other faculty
that are in their department.
So they have a lot of work to do.
Eli is nodding his head over here.
So that was pretty much the reason why
that center wasn't effective
in building the external relationships.
Oh, by the way, there's no sustainable funding source.
That's a big problem.
There was one sponsor, industry sponsor of the center,
and I found out they didn't know they were a sponsor
of the center, but the check kept coming every year.
So I was afraid that I'd raised it up to them
and the check would stop, so I'd better figure
out some benefits pretty quickly for them
to keep the check coming.
But that was, that was what I learned as a result of this,
and so we went and did an assess, formal assessment,
when I came, the answers came -- that was a weakness.
That was what the problem was.
When I said, "What would make it strong?
What would you want?"
And I talked to those three groups of constituents.
Faculty said, "If you can help me get data and or money
to support research by better connecting to industry,
that would be a good deal.
And certainly if you could help me engage speakers for classes
on relevant topics at high-enough levels
in their companies that makes a difference,
that would look like support."
Industry said, not surprisingly, the first answer
on every survey was, "Give me the best, give me interaction
with the best and brightest students in a way
that other companies might not have that access.
And that certainly would be a benefit."
They wanted access to brain power to solve today's issues
and an opportunity to network with other companies.
And it's, this is, and I think this is why you're all
here today.
There's a, there's a powerful feeling
of wanting a connection back to a university.
All the, all the businesses have it.
They want to make sure they're well connected
to the university -- partly because it's a source
of students, partly because it's a source of brain power,
but there's just this feeling that you need
to be connected back to a university.
And that was kind of an aha.
And I certainly felt it, and I suspect you probably do, too.
And the students, when you talk to them,
actually jobs was the first thing on their list,
but they wanted to be able
to enhance their educational opportunities,
they wanted to have a closer relationship
with industry people and faculty importantly.
And so if there was a way this center could offer these things,
and it looks like it could be successful.
So I set out and created a table of benefits --
which I should have made a slide
to show you what the benefits are, but basically for industry,
if you pay me money, I get you access to best
and brightest students, I get you teams of students and
or faculty if they're interested to help with your problems.
I align you to classrooms to speak
so you can sell your company to students.
I get you in front of, I get you access to the case competitions,
and I get, I make you a judge on that, I get you first priority
to be a judges on case competitions.
I have industry roundtable discussions on topics
that you industry people tell me are important,
and I bring academics and industry experts
in to help them solve those problems.
So I do all of that, and I do that for a small fee.
Fee goes into the pot, the pot then uses to fund,
is used to fund research, used to fund student travel,
uses to fund student scholarships,
student travel, whatever it might be.
So that's the, that's the wheel
that goes round and round and round.
We got this started up, and we renamed the center,
added Marketing Solutions, oh, by the way,
because a company said that this study
of customer insight's great, but we want to know what to do
with the insight when we get it."
Like, what's, how do you use the insight to develop a solution?
So we added two words to the title,
customer insight still being topical,
but solutions part got industry act,
industry more active into it.
So, but we were successful.
We had a big launch meeting, we kicked it off,
we invited a bunch of companies in, we got companies
to sign up right away.
We were pretty successful with this effort.
Meanwhile, we had launched a supply chain curriculum a few
years ago at the request of industry
and the business school.
I had a supply chain background; I was working with Doug Morris,
who's the chair of the information risk
and operation management department on starting
up a center for supply chain, center of excellence.
He asked me to look over some resumes
of people he thought he was going to bring in
and hire to run that center.
I looked at the resumes, and I threw up on all six.
And I said, "None of these could do the job."
But I said, "I'll do it, long as you let me do it part-time,
and as long as you let me keep doing the marketing center,
and I'll do both of them and do both of them part-time.
Just don't come looking for me in my office and don't ask me
where my, when you call me, where I am at the moment
when you get me on the phone."
So I -- we went and started up the same, using the same,
exact concept, we started up the center and supply chain.
So I work across both of those centers today.
The basic model is this one, I,
which I created four and a half years ago.
It's really pretty simple -- I made that myself, by the way.
There's no, no graphics help here at all.
But you probably can't tell that.
But it's clearly the constituents are the center --
and by the way, take out CCIMS and put in SCMC
for Supply Chain Management Center, it's exactly the same --
but all three constituents have to feel like they're winning,
and you need to connect them all.
And so we continue to do that, and I continue
to have a system -- I check back
to make sure we're doing the right things to involve faculty,
industry, and students together.
These are the sponsors that I hornswoggled into these centers.
On the left you see the group,
and on the right there are a few more,
because supply chain is a hot topic these days.
And you've got the energy companies --
energies aren't concerned, or they're not concerned
about marketing, but they're very concerned about the supply
of product, is what that tells you.
But these peep -- my basic role then is to keep these people,
these companies feeling like they're getting a benefit
and a return on their investment for their money, and continue
to offer ways for them to find best and brightest students,
network with each other, get their problems solved,
and feel good about a relationship at UT.
Here's an example.
I'm going to give some examples of the work we're doing
in all three of those constituent areas.
This was a cool thing.
This was -- this was my group,
my group of supply chain students.
These were all sophomores and juniors last summer,
so now they're juniors and seniors.
But we were going to teach a basic operations management
course in China.
And it was just that: it was travel to China, be over there,
experience the culture, supply chain operations management,
joining with a class from Hong Kong University.
Pretty cool experience in and of itself.
But we were meeting with Target, the Target Corporation,
about membership in both of our, either or both of our centers.
Target hires people from down here.
We went to Minneapolis and met with Target, and in the course
of discussion in there, it came
up that obviously their main source of supply for most
of their stuff is China.
They're very concerned about their China-U.S. supply chain.
And we talked about having this class in China.
And the light bulb started going off for both organizations,
so we designed a class that would have hands-on experience,
beginning at the shelf in a Target store with the,
with in-store operations and issues taught
by target executives and our operations faculty,
looking at three products: TI, Texas Instruments, calculator;
[inaudible], and lawn furniture.
Commonality there: they all were sourced in China.
So this class started
on May 19th last year in a Target store.
It was a four-hour day where we looked at process analysis,
capacity [inaudible], all those good things yo want to learn
in a retail store and looked at those three products.
On May 20th they left and looked at the distribution center
for Target in Midlothian, Texas.
Rode a bus, almost got hit by a tornado.
They have a view of standing in front of the warehouse;
the tornado's right out there.
It's coming, but it went right by them.
So they went to the distribution center.
They got to see distribution center practice.
They followed those three products
in the distribution center.
June 7th they went to port of Hong Kong, or U.S. port
in Long Beach and saw containers being unloaded.
Then they went to Asia.
They actually went, they did a class with, they went,
they went to the port, but then they had a class
with the students at Hong Kong.
They did problem-solving using those three products again.
They went to the manufacturing center.
Again, they're learning all the way through what happens
through the supply chain, where are the constraints,
what are the issues, etc.
So this is a seven-week process co-designed
with one of our partners.
And this is what, from the students' perspective,
what they said they learned.
And by the way, there was some interesting data here.
The professor who had given this class before says the ave[rage],
the, he had given the same test at the end of the class.
But he said the average grade previous year was like 84
on the test, and the average grade coming back
after this experiential learning was 96.
So it clearly made a difference in how the, how the students,
you know, learned this,
but it also changed the way they thought about a lot of stuff.
Their big lessons were watching the calculators being made
and apply, applying what they learned in the lecture,
and they could actually see it on the line,
walk along the assembly line with the professor,
have him talk about "here's what I meant when I said this."
Adding value to stand out during interviews.
These kids -- there's a photo somewhere --
but they're on the China Great Wall Saturday afternoon.
And they all had UT shirts on and whatnot.
And so this guy comes in and said, "Y'all from Texas?"
Turned out he was the guy that runs business in Houston,
and they were hiring supply chain people.
He got every one of their resumes.
[laughter] once he understood what they were doing
and why they were there, he said, "Oh my God,
I'm going to hire -- " Target would've hired all 28
if they could have, and I think most
of them would've gone to work for Target.
And every time they'd drive past a Wal-Mart, whether here
or apparently, here or there,
they'd boo in the bus; they'd boo Wal-Mart.
[laughter] So, but, you know,
they got to see this stuff come alive.
And we made this happen through a number of ways, but --
let me go back, because that's the next thing.
We partnered with Target, of course, to design this thing,
and they funded some of the money.
We partnered with the Center
for International Business Education, Research Cyber,
who funded part of the money.
The students had skin in the game;
they had to pay for their travel.
And we had a few students who came to us and said,
"We just can't afford it.
Love to go, just can't afford it."
And our center, because we had money from companies,
scholarshipped those students to be able to go.
So that's another way we've added value.
Now, here's another one, and this was actually the brainstorm
of Eli Cox, who's sitting here.
And Eli, you helped create a monster; this thing is on fire.
But in the marketing side,
we created an organization three years ago called the
Marketing Fellows.
And there's a very successful organization called Venture
Fellows in the finance or, finance department.
It's a group of powerful kids who are self-managed
and are interested in venture capital
and all of this good stuff.
And they're kind of the envy of the business school.
And Eli said, "It'd be cool if we could create an organization
like mar -- between marketing like that."
So I said, "Well, how do we do that?"
Eli said, "Let's get the kids to design it."
So we brought a group of officers
of the Graduate Marketing Network in and said,
"Here's sort of the big-picture vision.
The model would be Venture Fellows.
There's some things that we can't do it exactly
like Venture Fellows, but should be close to that.
You guys go away and study that and come back
and make a recommendation."
They did, they got fired up, and they came back,
they made a recommendation.
And lo and behold, we created the Marketing Fellows,
which is focused on, some, I'd call these over
and above the normal curriculum for marketing MBAs.
Innovation, we focus on leaders --
how marketing organizations lead their organizations.
That's the focus, and you'll see
in a minute how I bring that to life.
Which it's an opportunity to learn
and practice what's not found in traditional classes.
This class includes a practicum opportunity,
so these bright kids work on projects
that our sponsor companies, by the way --
it's one of the benefits they get for joining our center,
is they get to provide projects for this select group
of MBA students to work on as part of their class work.
It's, it starts the spring of their first year and goes
through the fall of their second year,
so it's one class each semester,
but there's things beyond the class that they do
to achieve these educational objectives.
We provide, the center provides support: we provide some budget,
we provide coaching, we provide one-on-one counseling.
I have a meeting Monday with a student that really wants
to figure out how to pad their resume a little bit better,
so -- we align companies to come in and talk to these students,
and so the center does this.
And again, the way I, this, [inaudible], I,
and I tell the class, this is, you're my bait.
You know, I have 20 of you, and you're my bait,
because I can hold you up, give access to you
for sponsor companies to come talk with you,
give you projects, interact with you, hire you, and the,
while they're open, it's open to anyone,
my center constituents get first crack at all the opportunities
to meet with the fellows.
And about 20 members per class.
It's student-run and managed, with the exception,
what I just mentioned: they don't have a funding source.
There's lots of reasons for that, so money comes from me.
But they put together a budget, and I just approved it yesterday
for their budget, for their plans for the year.
Not involved in their plans, but I did approve the budget.
And I, again, provide speakers, we provide opportunities,
we coach them and counsel them, but otherwise they run things
and schedule things on their own.
Here's the speakers I aligned for them to come this spring
to their workshop session.
This is in addition to doing a project practicum.
We have a senior partner from Deloitte,
chief executive officer of a company here
in Austin called [inaudible].
We had A.G. Lafley, the retired CEO of P and G come talk
to those 21 students for an hour and a half.
Pretty powerful.
The chief marketing officer from Bizarre Voice, Erin Nelson,
who is an alum, who was chief exec, chief marketing officer
at Dell before she left to go, to be CMO of Bizarre Voice.
Vice president of social media Dell, vice president
of marketing Wal-Mart, chief marketing officer
of Dr. Pepper-Snapple -- the CEO
of New Balance will be here Monday.
I worked with him at P and G. I called him up, and I said, "Hey,
it's a lot warmer in Austin than it is
in Boston this time of the year.
Come down and see me."
And the chief marketing officer of AMD.
These people have all talked to --
or will have, by Monday afternoon will have all talked
to this group of 21 marketing students
since January the 27th or 28th.
You don't, can't buy that kind of exposure,
and these people are spending an hour and a half
with these 21 students.
And they're not talking about how they sold more Dr. Pepper.
They're talking about how they led the organization to see,
to sell more Dr. Pepper.
So this is priceless training they're getting.
Okay, here's one that goes back to research.
We ran across an organization, actually they contacted us,
it's -- I thought it was too good to be true
when I heard about it.
But I did the due diligence on it.
There's a come, a Center for Advancing Retail Technologies
that really emanates out of a grocery store outside
of Syracuse, New York.
And these people are pretty smart.
They've been around for a while.
And this is not quite a Whole Foods concept; it's pretty much
of a fresh foods, but they have full line stuff in the store.
And they, their store is good for three things: one is a,
it's open for business, so people shop there.
Second thing they do is they allow technology companies
to come in and test new retail technologies
in their store for a fee.
And they allow manufacturers to come in and run product tests --
facing tests, labeling, positioning, display reaction.
They've got in-store, they've got all the stuff.
They've got cameras that, you know, monitor your eye behavior
if you're looking up and down the shelf.
But they let companies come in and run tests
for money in that store.
So they're making money off the consumer,
they're making money off technology companies who want
to get real-world tests of their technology,
and they make money off of manufacturers who want
to test concepts in the store.
And then they got the bright ideas of "You know,
if this is generating a lot of data, what if we go
to universities and give them the data for the tax write-off?"
So they called me and said, "We have all this data
from this retail experience, and you know, we, you know,
your faculty could go design a test, you know, run something
for research purposes.
We got all this cool eye technology"
and stuff that's way beyond me these days, but --
and I said, "Wait a minute.
You're going to give us the data?"
And they said, "Yeah.
All we want is to be able to take the tax deduction
by donating the data to the university."
And I said, "There's something wrong here.
This is, this doesn't sound right."
So I did the due diligence.
They're working with Stanford; they're working with University
of Chicago, University of Florida.
And now they're working with University of Texas.
And we already, this is, we've signed the agreement in January.
We've already got our first research project up and running.
But so, the only reason I put this up here is
because I'm not sure how this would have found its way
to be a live partnership.
We negotiated the agreement;
we had to get the university to sign off on it.
You know, I'm not sure how this person would've found me
and how I would've figured out this might have been of benefit
and it might have gotten done.
I don't know where the phone call would've gone.
The dean? You, Eli?
I don't know if, I don't know if they would've found --
they somehow found Center for Customer Insight, found my name,
called me, and I had a recognition
that this would be a big deal, and I had the time to go work
through the contract, get it done, you know,
and do the due diligence, do the, do the behind-the-scenes,
and make sure this was, this was a good deal.
So that's sort of what we do in the area of --
let's see what I've [inaudible] here -- in the area of research.
So what are we going to do in the future?
Well, these two org, in these two organizations,
we've got a vision.
We want to continue to improve the rating and ranking
of the marketing program,
where we're number three undergrad, number 12 grad.
Think we have an opportunity particularly
with these MBA fellows and the exposure they're getting
in the industry, to ratchet that up some.
We want to be at conferences.
We want to host case competitions for other schools;
we've got some plans in the works to do that.
And we want to do more global classroom innovation
in marketing, much like we did in supply chain.
I think there's an opportunity to do that.
In supply chain, we want to align some,
our curriculum and program.
I'm working on an industry committee that's leading how the
industry defines talent for the future,
working with Gartner Research to ferret out where the gaps are
at universities against what the industry requirements are
for talents of the future.
And we're right in the middle of that work,
and so we're young enough, we're going to be able
to reconfigure our department and our curriculum
to match what industry says they want in five years.
And most universities -- and I talked to 30 of them yesterday
at a conference in Dallas --
they don't even know this research that's going on,
and we're influencing it by being on the industry committee,
so I have a feeling in five years --
we have a goal to be a top-five supply chain program by 2015.
We're number 13 today.
So we've got, I've got a strategy, measures,
and accountability for getting us there.
Oops, that's next.
So I just, I want to just wrap this up by saying
that the learnings here, you know, for me,
it probably applies to just about any business situation,
but -- I had a, I had a goal set early.
I fleshed out a plan around that goal.
I worked the plan.
I stayed focused.
And I can't ignore the fact that relationships are key
and understanding how to leverage those relationships.
So, you know, today I think I'm leveraging what I learned
in my 34-year career -- customer relationship management was the
overarching thing I learned --
and I'm leveraging that to give back to a place
that I love dearly and a place that I'm happy to be.
I think I got the world's greatest, coolest job,
and now you heard how I got it.
[applause] Any questions?
We got a few minutes.
Yes, sir.
>> How does a student today at UT hook up with
that program [inaudible]?
>> How [inaudible] hook up to the program?
>> Yeah. [inaudible] interested --
>> Well, they have to know about it,
and they have to apply to it.
so they, it's, I don't know that it's full yet.
It probably is not full for the summer.
We're going back for the summer.
So they just need to look -- I don't even know where they look,
whether it's advertised --
probably in the supply chain management center web site,
in the department.
And they don't have to be a supply chain management major,
but it helps if they are.
They would get priority over somebody that's not.
Okay? Anything else?
Thank you all.
Appreciate it.
[ APPLAUSE, MUSIC ]