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Rivals.com Q&A: Georgia Tech coach Paul Johnson
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<blockquote data-quote="COJacket" data-source="post: 253622" data-attributes="member: 67"><p>I do believe we are on the same page except for your first statement. Your Alabama example is exactly what I am talking about. Total alignment. I would have to say most of the top 10 schools have fairly good alignment around the issues that you raise. When CPJ came into the organization, he had a different boss and a maybe even a different board in some ways. There is no doubt in my mind that CPJ asked those questions you laid out. And, he took the job with the constraints that were given to him, because many constraints were given to him. I am currently watching a client where 3 BU Presidents have had modest growth in sales and profitability over the past 5 years in a very tough capital goods market and a new CEO/Board came in and had expectations of double digit growth, and through his decisions (not the Presidents even after strong influencing sessions) he has totally dismantled the whole org. Not sure if they are going to make it now. This is similar to Georgia - clearly their expectations changed with Richt. 10 win seasons were not good enough - a SEC championship or NC were the only things that was going to keep him at GA. Things change, bosses change, expectations change, etc. Only time will tell whether GA made the right decision. CPJ is not the sole responsibility IMHO. And, I would have to say, that I agree with some of the constraints given to any our football coaches. GT needs to keep the academic brand that it has. There are other things that I would love to change so that the GT president and AD sees the same thing as your Alabama president example - the football team could be an enabler. The ROI would be greater than the organizations cost of capital <img src="data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7" class="smilie smilie--sprite smilie--sprite1" alt=":)" title="Smile :)" loading="lazy" data-shortname=":)" /></p></blockquote><p></p>
[QUOTE="COJacket, post: 253622, member: 67"] I do believe we are on the same page except for your first statement. Your Alabama example is exactly what I am talking about. Total alignment. I would have to say most of the top 10 schools have fairly good alignment around the issues that you raise. When CPJ came into the organization, he had a different boss and a maybe even a different board in some ways. There is no doubt in my mind that CPJ asked those questions you laid out. And, he took the job with the constraints that were given to him, because many constraints were given to him. I am currently watching a client where 3 BU Presidents have had modest growth in sales and profitability over the past 5 years in a very tough capital goods market and a new CEO/Board came in and had expectations of double digit growth, and through his decisions (not the Presidents even after strong influencing sessions) he has totally dismantled the whole org. Not sure if they are going to make it now. This is similar to Georgia - clearly their expectations changed with Richt. 10 win seasons were not good enough - a SEC championship or NC were the only things that was going to keep him at GA. Things change, bosses change, expectations change, etc. Only time will tell whether GA made the right decision. CPJ is not the sole responsibility IMHO. And, I would have to say, that I agree with some of the constraints given to any our football coaches. GT needs to keep the academic brand that it has. There are other things that I would love to change so that the GT president and AD sees the same thing as your Alabama president example - the football team could be an enabler. The ROI would be greater than the organizations cost of capital :) [/QUOTE]
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