Dean Denisi Schooled by Katrina—A Flood of Opportunity (a)

Crisis as a source of opportunity and change? How does that happen? This case describes the difficult situation the new dean of the A.B. Freeman School of Business at Tulane University in New Orleans, Louisiana faced after Hurricane Katrina hit the city in the late summer of 2005. With a state of emergency declared statewide, in a city with only a shell of their former infrastructure intact, in a university that suffered water damage, and in a community of students and faculty scattered and separated throughout several different cities and states, how was Dean DeNisi supposed to lead—let alone implement his vision? The A case challenges students to think about how DeNisi should proceed in the immediate months to ensure both the return of current students and the survival of the business school. What would all this mean to attracting future Freeman students? The B case describes how DeNisi seized opportunity while in a time of great crisis. The material offers a rich discussion that should evolve into the recognition that leaders who are able to frame crises as potential opportunities will likely manage organizations in a way that will make them more resilient and sometimes better off after the crises. Excerpt UVA-OB-0870 DEAN DENISI SCHOOLED BY KATRINA—A FLOOD OF OPPORTUNITY (A) “We are going to get through this crisis but all the old rules are gone,” said Scott S. Cowen, president of Tulane University in New Orleans, Louisiana. “There is one person in charge. Either assassinate or overthrow me, but I need everyone on board—I make all the decisions. This is not the time to put decisions through this committee or that committee.” Cowen was talking to Tulane's deans and administrators at their first meeting together in Houston, Texas, since Hurricane Katrina made its course along the Gulf Coast leaving New Orleans and Tulane University destroyed in its wake five days earlier. Since then, all their lives had changed. Angelo DeNisi stood silently, arms crossed, contemplating everything that had just happened. DeNisi had started his tenure as the dean of the Freeman School of Business at Tulane University on July 1, 2005. During his first two months, DeNisi spent the majority of his time learning about the Freeman School and getting to know its staff and faculty. Classes were set to begin on August 29, 2005—but that didn't happen. Instead, students, staff, and faculty scattered as a category-four hurricane called Katrina hit the region. DeNisi now faced the biggest challenge of his career and had some tough questions he needed to answer. With a state of emergency declared statewide, in a city with only a shell of its former infrastructure intact, in a university that suffered water damage, and in a community of students and faculty scattered and separated throughout several different cities and states, how was DeNisi supposed to lead—let alone implement his vision? How should he proceed in the immediate months to ensure both the return of current students and the survival of the business school? And what would all this mean to the school's ability to attract future Freeman students? DeNisi now had to sell not only the Freeman School but also the safety and quality of life in New Orleans. How should he recruit top quality students for the longer-term survival of the business school? New Orleans, Louisiana: The Crescent City . . .