Learning Resources

Abstract: This article examines the leadership decisions and processes implemented by the Memphis College of Art (MCA), following the 2017 decision to close due to financial debt and declining enrollment. Rather than ceasing operations immediately, MCA leaders executed a three-year teach-out plan while liquidating assets, repaying debts, and laying off employees, all while ensuring a legally compliant dissolution. As many colleges face longevity pressures, this case offers a rare look at how closure can be managed transparently, strategically, and with commitment to student success through an integrated planning approach that aligns academic, financial, and facilities decisions during the institution’s final years.

Abstract: With over 100 programs and 113 sites across 28 states and multiple countries, Embry-Riddle Aeronautical University faced mounting complexity in managing institutional changes. Previously, each change we made required meetings with up to 30 participants from more than 20 offices, including Financial Aid, Facilities, Academic Affairs, IT, and Site Management. Through integrated planning, we replaced that costly, time-intensive model with a SharePoint- based system for asynchronous collaboration. The shift fostered transparency, reduced delays, and empowered cross-functional alignment. The project exemplifies how intentional design and relationship-building can transform sprawling processes into coordinated, responsive systems prepared for institutional growth and change.