Physical growth of the Center for Creative Leadership
Ulmer continues to discuss the expansive growth of the Center for Creative Leadership under his direction, from the mid-1980s to the mid-1990s. In particular, this passage focuses on the physical growth of the Center geographically. In part fueled by the desire to reach a wider audience and to tap into the international sector, the Center opened branches in Colorado Springs, San Diego, and eventually in Brussels.
Citing this Excerpt
Oral History Interview with Walt Ulmer, November 20, 1998. Interview S-0034. Southern Oral History Program Collection (#4007) in the Southern Oral History Program Collection, Southern Historical Collection, Wilson Library, University of North Carolina at Chapel Hill.
Full Text of the Excerpt
- JOSEPH MOSNIER:
-
Let's talk, if we could, a few minutes about your effort to
really take the Center's work out onto a wider stage, the
expansion of Colorado Springs, the decision to open San Diego, the
decision to open Brussels. Maybe if you could reflect on first the broad
strategic vision. You've mentioned generally, of course, that
you wanted to go out and touch more people and carry the
Center's work out to a wider audience, but if you can maybe
expand on that issue. And then I'll ask you some questions
about each of the branches and then we can talk about the successes that
you've had on those fronts and how those came to pass.
- WALT ULMER:
-
Well, I think to tell you the truth, Joe, that I have mentioned the
primary factor, and that was just my thinking that we had the capability
to do things on a larger scale. And in order to do that and to not make
Greensboro the hub of everything, give people a couple of other
attractive options and places to go for those programs that we did
in-house. At the same time, remember we were trying to increase the
number of our affiliates, our licensees, and then eventually we got to
the discussion of your licensees are now successful and are they
contributing to the Center or are they simply taking the
Center's materials for their own benefit and so forth. I
never thought that was a very powerful argument. I thought they were
doing both simultaneously and satisfactorily with a few minor glitches
every once in a while. They would underbid for some kind of contract.
Even the branches were doing that once in a while but all in all, I
thought that that program of outreach worked pretty well. Exactly how
you take a product such as executive education and distribute it more
widely, of course, is always an interesting
exercise. And you have to go back to the history of the Center and
what are the core elements of the Center's programs. And
individualized attention and feedback about individual behavior in a
very supportive environment are really the hallmarks of most of the
Center's programs. So there are some things you can do over
the net, and some things you can do with distance learning and some
things that you can't. So we always had those debates and we
thought about what we needed. So instead of doing everything by the
telephone or T.V., I think most of us decided that we did need physical
branches and that while Greensboro was an attractive and delightful
place and would probably be the home of our major research element, it
was nice to have something that was more convenient that was seen as
attractive. And in the San Diego case, we picked it also in part because
we thought it would be at least a little bit nearer to the
multi-cultural world and particularly to the Asian and Pacific regions.