Profile

Professional summary

Dr. Mark D. Juszczak is a consultant focused on higher education and human development strategies for NGO's and foundations. He has extensive international experience across 3 continents and has helped numerous organizations shape programs in international education and in innovative strategies in learning and development.

His primary areas of work include: higher education strategy, technology transfer strategies, metrics in learning and development, admissions consulting, problem based curricular modeling, humanities market alignment and auditing, international enrollment, partnership building and interdisciplinarity in education and foundation development.

Recent projects include:
-development of a Science Fiction & Society integrated

Engagement overview

I primarily work on either an hourly or project basis. Projects rates are provided in advance once scope of work and deliverables have been established. The hourly rate permits upfront engagement in an advisory capacity.

Clients

• Gulf University of Science & Technology
• Global Dignity Foundation
• Saad Foundation
• Manhattan Review UK
• Liaoyang Mayor's office for Education
• E-Fellows Network
• Ministry of Finance – Poland
• Ministry of Labor & Social Affairs – Kuwait
• Dar Al-Hekma College – KSA
• Qatar Foundation
• MBA Arabia
• Kuwait Institute for Scientific Research
• BMCC Foundation Pittsburgh
• Federal Reserve Bank SF
• Helena Chodkowska University
• Collegium Civitas

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Areas of expertise
Case Studies

Dignity Index

The Saad Foundation requested the development of a process index for assessing improvements in human dignity across a number of social areas that are relevant to human development in the MENA region.



While much of the focus, from a perspective of political discourse, has been on human rights, the foundation felt that the language of rights, especially when invoked across a east/west dichotomy,... Read more

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Science Fiction & Society

Both the GCC (Gulf Cooperation Council) countries and the United States share a similar problem - a gap in STEM (Science, Technology, Engineering & Math) graduates. In simple terms, not enough young people are majoring in hard sciences when they enter college to meet the needs of a booming IT & technology workforce.



A number of approaches have been taken thus far in the GCC and in the broader ... Read more

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Insights

Question: Is transition in leadership team right time to reorganize?

You are not asking the right question. The question implies a dichotomy - when, in fact, there is another option. The dichotomy posits the problem as being one of time, when the problem is actually one of organizational capability. Ultimately, the objective of the efforts undertaken to date should be a non-objective. Not a specific goal (we have re-organized), but a specific set of competencies ti... Read more

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Question: Growing IT complexity is negatively impacting our business

I have worked with a lot of IT organizations unscrambling the question of IT "identity" - is it a cost to the business or is it a revenue generator? The only way to address the issue you are discussing is through a process of mediated communication. Stakeholders in IT have an incentive to increase perception of complexity so long as they perceive that they are perceived as a cost. Complexity equat... Read more

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Question: How do you get leadership to see the sense of urgency to change the business and prepare its talent for the future?

The short answer is to frame the discussion not about change but about modeling for the anti-fragile. This is a method of management restructuring that I have advocated for a number of companies. Without going into excessive detail in this brief, the essence of anti-fragile modeling is based on structuring internal systems to be positively responsive to random events. There are a number of practic... Read more

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Question: How can the board help CEO develop new leadership talent as a process?

I have worked in at the cross-space of innovation & cognition for a number of years, and I have developed a process that engenders this type of leadership continuity as a byproduct. I was concerned about the same issue in a number of companies that I have worked with - basically asking 'how can the top talent being groomed for the corner office develop, early on, the skills required of a successfu... Read more

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Question: Getting consensus on risk, and driving compliance to company policies

The problem is not with risk or with compliance. Both are symptoms of a broader underlying issue - which becomes visible as aversion to risk. That issue is one of overcoming fragility in capability for corporate evolution.

Fragility, in its simplest terms, refers to a situation where, on average, more negatives than positives result from the emergence of random events. All companies face random... Read more

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Question: How can a new team align its members for maximum effectiveness?

The critics, and those fomenting grassroots resistance, need to have an opportunity to buy into the initiative. While a lot of consultants advocate a 'change management' approach, directed through training, I would recommend something simpler - and, in my experience, more effective, designing the initiative in a way where the competencies of the critics are necessary for success.

Benjamin Fran... Read more

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Question: How can we create a talent dashboard?

The simplest real-time talent dashboard is one that meets three criteria:
1. it is connected to other databases within the enterprise's ecology that draw on secondary information to make inferences about changes in real-time talent.
2. it is built on a cloud or content management system platform that can be easily updated by non-experts and passive users of the system.
3. it has a built in comp... Read more

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Question: How can we brand ourselves as a responsible, community-based business?

Do not go through with the other recommendations if they are backed by the same type of data that you currently have.

I am a big believer in the power of analytics. Although surveys can be a form of data, if the survey instruments are designed correctly and given to a large enough random group to make statistical inferences, it is much more effective for small businesses such as coffee shops ... Read more

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Question: Pushing back on low-priority projects

The best way to answer this question might be to first look at IT through the traditional lens of the C-suite. IT, from an enterprise strategic perspective, is almost always seen in the same category as HR - as a cost. The reason cutbacks occur is because success, from this lens, is interpreted as 'lowering costs'.

Ironically, the better the enterprise does in its market, the bigger incentive t... Read more

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