{"49700":{"#nid":"49700","#data":{"type":"news","title":"Strategic Vision Process: Report from the Year 2035","body":[{"value":"\u003Cp\u003EAs part of a\ncommunity update on Georgia Tech\u2019s Strategic Vision, Woodruff Arts\nCenter President and CEO Joseph Bankoff presented a report January 21 on\nTech\u2019s last 25 years\u2014as seen from the year 2035.\u0026nbsp; \u003C\/p\u003E\n\n\u003Cp\u003EIn this \u201clook back,\u201d\nBankoff\u2014also a participant in the Institute\u0027s strategic planning process\u2014addressed students, faculty, administration and staff on how Tech weathered such challenges as diminished state\nfunding, increased global competition for students, enhanced the start-up\nmentality of Tech\u2019s students and broadened the Institute\u2019s role in continued\ninnovation.\u0026nbsp; \u003C\/p\u003E\n\n\u003Cp\u003EIn his recounting\nof history, Tech had restructured its curriculum to meet the challenges and\nmaintain its leadership in innovation, partly by reframing its calendar,\ncourses and interaction between alumni, students and faculty. Intensive\nthree-week and semesters long 27-week courses were added to the curriculum,\nwhile Tech students and faculty of diverse disciplines joined alumni, community\nmembers and alumni in long-term project analysis and innovation teams.\u003C\/p\u003E\n\n\u003Cp\u003E\u0026nbsp;Tech expanded\nits borders further into Midtown, leading to a Tech Square\u2013type revitalization\nand forming a new \u201cPeachtree Corridor\u201d for technology, drawing technical firms\nand venture capital to the area. The Institute\u2019s collaborative nature expanded\nbeyond Emory and the City of Atlanta, with new partnerships locally ranging\nfrom Blue Cross Blue Shield, the Woodruff Arts Center, the Georgia Department\nof Transportation and Atlanta Public Schools, as well as globally, in new\npartnerships with the Max Planck Institute and Beijing universities. \u003C\/p\u003E\n\n\n\n\u003Cp\u003EBankoff\u2019s main\nvision was of the Georgia Institute for Innovation, a not-for-profit\norganization operating under the Institute\u2019s umbrella. With the ability to\nraise funds and enable entrepreneurial risks, the Institute for Innovation\nassisted students\u2019 experience in \u201creal world\u201d projects through engineering and\ntechnology. \u201cThis expanded linking of process, technology, design, research and\npolicy to the social and environmental needs of the immediately accessible\ncommunity allowed students to learn by doing in ways that developed their\nleadership and innovation skills working in diverse groups,\u201d he said. \u003C\/p\u003E\n\n\n\n\u003Cp\u003EIn the \u201clook\nback,\u201d Tech alumni were able to exercise a \u201clifetime option\u201d to participate in\nundergraduate classes or projects to continue their education. The Institute\u2019s \u201cDining\nIn\u201d tradition brought administrative members and faculty together with students\non a regular basis, promoting ongoing dialogue and discussion. As part of the\nInstitute\u2019s strategic vision, the effectiveness of teaching and investments was\nmeasured in five- and 10-year increments. \u201cBenchmarking for patents,\ndistinguished faculty, successful commercialization of innovation and\nleadership positioning of alumni was undertaken,\u201d Bankoff said.\u003C\/p\u003E\n\n\n\n\u003Cp\u003ESome of the\nother milestones chronicled in the 2035 report included the establishment of an\nInstitute for Intellectual Property and Competition Law; a comprehensive\nreinvention of elementary and secondary math concepts, practiced in schools; a\nCenter for Transdisciplinary Innovation in Tech Square; and a confidential and\nrobust Alumni Employment Network. \u003C\/p\u003E\n\n\n\n\u003Cp\u003EIn closing his\npresentation, he quoted the motto above the door of the Georgia Institute for\nInnovation: \u201cThe best way to predict the future\u2014is to create it.\u201d Bankoff, a\nmember of the Enhancing Tech\u2019s Role in Georgia strategic planning committee,\nled the strategic planning efforts for the arts center. \u003C\/p\u003E\n\n\n\n\u003Cp\u003EGeorgia Tech President\nG.P. \u201cBud\u201d Peterson addressed the students, faculty and staff in attendance\nimmediately after Bankoff\u2019s presentation, providing an update on the\npresent-day progress of the Institute\u2019s Strategic Vision process. \u003C\/p\u003E\n\n\n\n\u003Cp\u003EPointing out\nthat all of the innovations mentioned in Bankoff\u2019s presentation have all been\npresented as ideas through the Strategic Vision process, he reiterated that\nnothing has been finalized and no decisions have been made. \u201c[Bankoff\u2019s report]\ngives us some sense of how important what we\u2019re doing today can be to the\nfuture of Georgia Tech,\u201d Peterson said. \u003C\/p\u003E\n\n\n\n\u003Cp\u003EPeterson\nreiterated that members of the Strategic Vision Steering Committee have posted\ntheir preliminary reports after meeting and gathering feedback from the campus\ncommunity. These reports are available on the Strategic Vision for Georgia Tech\nWeb site. Students, faculty and staff are encouraged to log in, read and submit\nfeedback on eight overall themes. \u003C\/p\u003E\n\n\n\n\u003Cp\u003E\u201cThere are two parts to the planning process\u2014one is to identify the vision, and second\nis to figure out what we need to do to accomplish that vision,\u201d Peterson said.\n\u201cIn these reports there are several things that fall into that second category.\nThe hard part will be to take these strategic themes, mesh them with the big\nideas and create Tech\u2019s strategic plan.\u201d\u003C\/p\u003E\n\n\n\n\u003Cp\u003ESome of the\ninnovations and directions Peterson singled out included Tech\u2019s fostering\nhealthcare excellence through technology and innovation; become a national\nleader in intellectual property policy; a lifetime \u201cguarantee\u201d provided on\nevery degree from Georgia Tech; and set the bar for creating a virtual learning\nenvironment.\u003C\/p\u003E\n\n\n\n\u003Cp\u003E\u201cIn terms of\nwhere we go next, we\u2019ll \u2026 take these reports and try to discover what the\ncommon thread is,\u201d Peterson said. \u201cThen we will put together a very rough draft\nfor a strategic plan that outlines a vision that might allow us to have a look\nback similar that what Joe [Bankoff] has described earlier.\u201d\u003C\/p\u003E","summary":null,"format":"limited_html"}],"field_subtitle":[{"value":"Guest speaker and Woodruff Arts Center CEO Joseph Bankoff takes a look at the Georgia Tech of the future."}],"field_summary":[{"value":"Guest speaker and Woodruff Arts Center CEO Joseph Bankoff takes a look at the Georgia Tech of the future.","format":"limited_html"}],"field_summary_sentence":[{"value":"Now and Later: A look at Georgia Tech\u0027s strategic vision."}],"uid":"27191","created_gmt":"2010-01-25 09:49:07","changed_gmt":"2016-10-08 03:04:08","author":"Robert Nesmith","boilerplate_text":"","field_publication":"","field_article_url":"","dateline":{"date":"2010-01-25T00:00:00-05:00","iso_date":"2010-01-25T00:00:00-05:00","tz":"America\/New_York"},"extras":[],"related_links":[{"url":"http:\/\/www.gatech.edu\/vision\/","title":"Georgia Tech Strategic Vision"},{"url":"http:\/\/www.gatech.edu\/vision\/reports","title":"Strategic Planning Reports (login required)"}],"groups":[{"id":"1183","name":"Home"}],"categories":[{"id":"129","name":"Institute and Campus"}],"keywords":[{"id":"8315","name":"A Strategic Vision for Georgia Tech"},{"id":"169272","name":"strategic planning process"}],"core_research_areas":[],"news_room_topics":[],"event_categories":[],"invited_audience":[],"affiliations":[],"classification":[],"areas_of_expertise":[],"news_and_recent_appearances":[],"phone":[],"contact":[{"value":"\u003Cp\u003E\u003Ca href=\u0022http:\/\/www.gatech.edu\/vision\/\u0022 target=\u0022_blank\u0022\u003EA Strategic Vision for Georgia Tech\u003C\/a\u003E\u003C\/p\u003E\u003Cp\u003ESubmit feedback on Preliminary Reports\u003C\/p\u003E","format":"limited_html"}],"email":[],"slides":[],"orientation":[],"userdata":""}}}