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Entrepreneurial Leadership

So how does a university make good on its promise to form entrepreneurial leaders of the future? The answer is to be entrepreneurial as well. The classic approach to business education is to learn from history. Students study textbooks. They examine cases of companies that have succeeded and failed. They stand on the shoulders of giants of the past.  While this is a critical cornerstone of business success and the University of New Haven program as well, we feel that it is not enough. The leader of the future needs to acquire skills to envision the future, to see  the world not as it was but  as it will be. This is an additional skill set that cannot be learned from looking in the rearview mirror.  It is about being innovative. It is about being passionate. It is about being the kind of leader people want to follow. It is about flawless execution.

A perfect example of this can be seen by 1987 EMBA alumnus Michael Driscoll.  Driscoll, promoted to president of the connector division for Northrup Grumman in 1999 was faced with numerous strategic issues to keep his new company viable.  At the time of his promotion the company was a $84 million commodity supplier in the connector industry, a $35 billion market.

 Strategic changes were necessary to allow this "David, competing in a field of Goliaths" to not only survive, but thrive in this ever-changing market place. Driscoll's strategy was one of differentiation based on technology without losing the company’s core competency in interconnect technology.

The company, located in the northwest corner of Connecticut was perfectly situated to draw upon the blue-collar labor pool to run the factory. The problem was, the new strategy called for more engineers and technologists focused on custom engineered solutions. With Northrop’s blessing, Driscoll moved the business from its northwest location to Wallingford, centrally located in the center of Connecticut, which allowed for an easier commute for the new talent the company required. Additionally, over the next eighteen months, Driscoll exited 40% of the product base the company was producing when he became president and emerged as a technological leader in the interconnect market focused on custom interconnect solutions that could support high mix-low volume production runs at globally positioned factories to support the customer’s consumption point. A perfect example of entrepreneurial leadership inside a corporate environment. 

Our leadership team at the University of New Haven’s College of Business embodies these ideals. Come join us as we innovate and lead our futures together.