1. Founded in 1970 by two teachers as an alternative path to higher degrees for teachers Member of the network of universities of Laureate International Confers online Bachelors to Doctoral degrees to students around the world Private for-profit university

2. Corporate Culture A Mission of Positive Social Change If video does not start, please click here

3. Corporate Culture of Positive Social Change Academics which focus on creating scholar-practitioners who will affect positive social change Employees and students are encouraged to volunteer in their communities Conferences and scholarships which foster positive social change The needs of the students come first Open communication Employees are valued Ethical behaviors Participatory hierarchy

4. Structure and Function Academic Headquarters – Minneapolis, MN Administrative Headquarters – Baltimore, MD Student Services – Five locations in the US, one in Amsterdam Delivery of instruction – Online, email, telephone Communications among university faculty and staff – Online, email, telephone, face-to-face Students – Throughout the world

5. Truly a 21st Century Company Connected by the World Wide Web

6. Catalyst for Change In the Summer of 2010, the Government Accounting Office revealed that many for-profit universities employed questionable tactics when enrolling students. Walden was NOT one of them. Many of these students received federal student loans which they were unable to repay because they were enrolled in programs that did not benefit them. Federal regulations regarding enrollment of students who enrolled in for-profit universities with the help of federal student loans were addressed.

7. Organizational Response to an External Threat Leadership immediately changed the university’s enrollment procedures to comply with the new federal regulations to ensure that Walden’s enrollment advisors remained beyond reproach. Enrollment advisors were then trained in the new procedures. To further comply with the new regulations, advisors would be evaluated using a new standard which did not include the number of students they enrolled. These evaluations are used to determined salary levels.

8. Employee Resistance Some enrollment advisors were initially resistant to the change in procedures because they were very comfortable with the way things were. They were also fearful that the new evaluation procedures (and accompanying pay increases) would not benefit them.

9. Leadership’s Strategy to Foster the Change As soon as the organization became aware of the external threat, leadership began a very active campaign of frequent communication with employees. Leadership also began a training program consisting of both online as well as instructor led classes. The university’s training resource site was continuously updated and employees were encouraged to visit it regularly. Employees were reminded of Walden’s open door policy and encouraged to communicate any questions or concerns.

10. Evaluation of the Change The change in enrollment procedures was carried out seamlessly and the implementation of the change is considered a success at all levels of the university. There have been relatively few violations of the new procedures. Enrollments remain steady and the student drop-out rate remains relatively low. The university was also honored to have President Bill Clinton speak at its recent commencement. Walden University was recently honored by the University Professional and Continuing Education Association with a gold education marketing award, evidence that the manner in which the university markets its program to students is recognized in the field of higher education. Employee morale continues to be high.

11. Innovation at Walden University As a leader in the field of education and an institution that actually confers degrees in leadership, it is not surprising that Walden University was able to affect a positive change in the organization. From the beginning, leadership framed the issues to be resolved as a problem that the entire university must address as a combined front. Leadership kept the lines of communication open and modeled a “can-do” attitude while providing the employees with the resources they needed to successfully implement and sustain the change. Leadership’s strategy to implement the change took place in a context of a well-functioning healthy corporate culture. Because the university’s culture is already based on positive social change on all levels, it is well prepared to accept innovations that focus on making things better.

12. References GAO Finds For-Profit Schools Encouraged Fraud. (2010, August 4). Retrieved July 22, 2011, from CNBC: http://www.cnbc.com/id/38541939/GAO_Finds_For_Profit_Schools_Encouraged_Fraud PR Newswire. (2011, May 9). Walden University Honored by University Professional and Continuing Education Association. Minneapolis, Minnesota. Walden University. (n.d.). Retrieved July 16, 2011, from The Walden Impact: http://www.waldenu.edu/Walden-Difference/38411.htm Walden University. (n.d.). Retrieved August 6, 2011, from http://www.waldenu.edu/Degree-Programs/Masters/41583.htm Walden University. (n.d.). Retrieved August 6, 2011, from MS in Leadership: http://www.waldenu.edu/Degree-Programs/Masters/M.S.-in-Leadership.htm