Looking Ahead: A summer/fall 2019 COE event preview

Throughout the year, COE blends its line-up of big events with other sessions designed to get member companies connected on a smaller scale. The beginning of the summer has a few notable opportunities like this.

June 5: Lean Leader Benchmarking

On June 5, COE’s three-year-old Lean Leader Benchmarking series continues with a session focused on sustaining continuous improvement teams. These quarterly sessions, which usually accommodate 15-30 attendees, are designed for the leaders at member companies whose job responsibilities best align with the topic. At this event, Huntington is inviting attendees to its operations center, an innovatively revamped former Meijer store on Columbus’ north side, to share its continuous improvement journey and its plans for “phase 3.0.” Huntington’s leaders will touch specifically on how the company is growing and developing continuous improvement team members and leaders.

A dedicated continuous improvement team often is the heart and soul of companies’ efforts to sustain a culture of operational excellence, but approaches vary widely, whether it’s how much (or how little) they centralize teams, how many Black Belts they staff, or how much training they keep in-house. While Huntington will be sharing its own approach to these decisions, a follow-up panel of lean leaders from other COE member companies will take part in an interactive discussion, bringing in additional perspectives.

This session is recommended for leaders at member companies who are involved in the development, training, and/or retention of continuous improvement staff. Interested in attending? Talk to your company’s main contact for COE and, if your organization’s seat is unclaimed, e-mail Krista Barezinsky at barezinsky.2@osu.edu to register. Attendees may be added to a waitlist, as well.

June 25: I.T. Leadership Network

COE’s long-running series focused on applying operational excellence to the I.T. space is hosting its first-ever executive gemba later next month. Center member Nationwide will be hosting a small group of leaders at its downtown Columbus headquarters for a session titled “Beyond Agile: How Lean, Agile, and DevOps Combine.”

At this event, attendees will take a deep dive into one of Nationwide’s technology areas that has moved beyond agile software development and lean management to create an end-to-end model focused on business outcomes and customer value. Nationwide leaders will trace this system from the frontline through the c-suite and discover the value of direct business integration and the elimination of embedded project-team proxies.

This session is geared toward upper-level leaders and intended to be a small-group session. As such, we recommend companies send a representative from business or I.T. management, or another executive with relevant managerial responsibilities. Seats will open the week of May 13, but e-mail coe@fisher.osu.edu if you’d like to be notified.

A look further ahead

Interested in what COE has lined up for the fall? Here’s a sneak peek at two events:

  • The center’s fall kickoff event will be hosted on Friday, Sept. 13, and feature as a keynote Jim Morgan (pictured, right), a researcher and former Ford Motor Co. engineering leader who’s the author of the newly released book Designing the Future. Registration opens in late July.
  • COE’s semi-annual Supply Chain Symposium series continues on Friday, Oct. 18. Fisher College of Business’s graduate-student run Operations and Logistics Management Association has selected “The Sustainable Supply Chain” as this fall’s theme. Featured speakers at this morning-only event will come from Patagonia, Anheuser-Busch, and DHL. Registration opens in late August.

Check out other save-the-dates and event details on COE’s website here.

Simple, Not Easy: Talking leadership with bestselling author Sam Walker

What seemed like a clear-cut research project on the “secret sauce” behind the greatest teams in sports history has evolved into a multi-year endeavor and bestselling book for Sam Walker, a Wall Street Journal columnist and one-time editor. Walker, author of The Captain Class: A New Theory of Leadership, took the stage as the kickoff keynote for The Ohio State University Center for Operational Excellence’s seventh-annual Leading Through Excellence summit. Before his visit, he sat down with COE to chat about the biggest takeaways from his book – and where the project is taking him next. The following conversation has been condensed and lightly edited for clarity.

COE: A huge surprise in your research was that you were able to drill down to this captain role as a defining ingredient, but you sketch that captain role through several key methods. Which of these key behaviors surprised you the most?

Sam Walker: They were so surprising in the aggregate for one main reason, which is that it just had nothing to do with natural ability, or “God-given talent.” It’s not that that stuff isn’t good; it’s great to have talent and charisma, but that doesn’t mean you can be a great leader. The one the really surprised me the most, though, was the communication piece, the fact that these great captains don’t like to make speeches – and that’s not at all required, even a little bit. I thought that’s one of the key ways you motivate people, but the key to sustaining excellence is this one-on-one, intense individual interaction. I thought that was revelatory.

COE: You get into some tricky territory on the idea that some of these great captains weren’t afraid to commit “intelligent fouls,” or break the rules a bit. How does this translate to the business sphere?

SW: The takeaway for business is that it’s really about how people are perceived. There are people out there who may have a prickly or somewhat difficult personality who don’t want to go along with the initiative that everyone else is embracing. Sometimes these people will push the limits of what’s acceptable personality-wise in a business context. Be really careful before you rule them out as a leadership candidate. These people generally care more about a collective outcome and if they’re perceived as difficult they don’t care as long as the outcome is achieved.

If you’re dealing with someone like this you have to look at the behavior: Was the moment that cross the line motivated by the team or by ego? Most of the times you realize these people are willing to sacrifice their image to help the team. That, to me, is crucial; we have to be able to distinguish that from other kinds of negative antics.

COE: We’re in an era where CEOs have more visibility than ever, and we’ve even seen some of them become tabloid fodder. Do you see any particular danger, or opportunity, in how this may affect the way we cultivate these “corporate captains,” so to speak?

SW: I’ve thought a lot about this, particularly the fact that a lot of companies have gone in the other direction for a more low-key, humble leader who doesn’t call attention to themselves.  First of all, I think it’s OK to have a leader who comes in and breaks a lot of china and has an irreverent leadership style. Sometimes an organization needs someone like that to come in and disrupt things. But it’s very important to have the next person be very different: low-key, and with the ability to leave some broken things broken and fix the things that need fixing. That one-two punch is something companies should do intentionally.

I also think we’ve gone a little too far in finding low-key people; we’re almost over-correcting. I think we need to have a smart dialogue about what someone at the top of an organization needs to do. So much of the research suggests there’s a certain level of charisma and influence, fun and daring coming from the corner office. It’s infectious, and it motivates people. We need to be careful before we think we need some low-key apparatchik running the business.

COE: But does that dynamic work in middle management?

SW: That job is a complicated one because it takes a unique combination of skills. We spend too much time on personality, listening to what people say and thinking about tone and all of that – but we don’t look carefully at what people do, how they actually lead. We’re too quick to conflate personality with leadership, for example, whether someone is introverted or extroverted, fun-loving or serious. None of those things matter. It’s what they do, especially in moments of adversity.

COE: Turning back to sports for a moment, I thought it was interesting that LeBron James only comes up in passing a few times. What are your thoughts on King James and what leadership lesson can we take away here?

SW: I’ve looked at the entire history of sports, and LeBron is maybe the only athlete I’ve ever seen who’s the best player in the sport, a superstar talent, an unequivocal leader of a team who really has more power than anyone: the coach, even the owner in some respect. This has never happened before, and it’s also what’s holding him back. I think it’s too much for one person to do. My theory about him has always been that if he’s going to win a bunch of championships it’s going to be toward the end of his career when he starts to lose his step and get more people involved. He would have to change his relationship to the team and to the game.

Turning to a business context, the problem is that a lot of people have the potential to be a great leader, but not everyone has the motivation to put in the hard work to make it happen. That will either come in time or it won’t.

COE: Did this project take you where you expected it to?

SW: I wasn’t a leadership expert, and I absolutely didn’t think this is where this project would lead me in the end. What surprised me the most is that it’s actually pretty simple – but that doesn’t mean it’s easy. In fact, being a good leader is incredibly exhausting and difficult, and it requires a level of selflessness and an ability to do something without getting the credit. It’s not something we teach and it’s not something that comes naturally to most people.

COE: Where is this project taking you from here?

SW: I’m working on the second phase of this idea, namely: How do you systematically, methodically try to create teams along these lines? The question isn’t so much how you achieve excellence, because inside every organization it’s different. The question is how you sustain it, and the research seems to boil down to one basic thing: People want to be on a great team where a good manager feels more like a coach than a boss.

We’re all realizing that management – not just senior management but management all throughout the organization – is really the key to everything, and so many challenges can be addressed by building better teams and being smarter about how you promote. We’re looking at a future where companies completely rethink the way they do HR and the way they train managers.

Walker’s book, The Captain Class, is available in stores and online. Highlights of his summit keynote will be available for COE members on the members-only website the week of May 13.

COE Summit 2019: A Look Back, in Pictures

Each year, The Ohio State University Center for Operational Excellence brings together hundreds of process improvement leaders from across the country for a deep dive into leadership and problem-solving best practices. This April saw the seventh run of the Leading Through Excellence summit, which launched in 2013 and remains the center’s marquee annual event.

As preparations begin a busy summer and fall event slate – not to mention the 2020 summit – let’s take a look back at moments from this year’s summit …

Wall Street Journal columnist Sam Walker kicked off the second day of the summit on April 10 with a featured keynote on some surprising insights from his bestselling book The Captain Class. The key to great teams, Walker contended, isn’t a star player or even a great coach; instead, it’s the captain, or “middle manager,” who has made all the difference in some of the legendary runs in sports. “Leadership is about the choices we make every day in the team setting,” Walker told the crowd.

The summit began the day before with rounds of tours and workshops, like a “lean 101” session hosted by Fisher College of Business faculty members Rick Guba and Jill Treece that used Mr. Potato Head as a key prop in its crash course on problem-solving basics.

Nearly 200 summit attendees headed out across Central Ohio the afternoon of April 9 for tours to sites including John Glenn Columbus International Airport, North High Brewing, and Hikma Pharmaceuticals.

Columbus-based healthcare software startup CoverMyMeds hosted a tour for the second consecutive year as it gears up to build a massive new headquarters west of the city’s downtown.

Tour attendees also stopped by the Center for Design and Manufacturing Excellence, an arm of Ohio State’s College of Engineering that’s working with companies on their leaps forward in advanced manufacturing.

Rounds of breakout sessions on a wide range of topics form the heart of the summit. Here, Ohio State psychology professor Ellen Peters shares insights from her research on how our confidence in math ability affects our ability to deal with numbers.

Stories from center member companies can be found across summit programming, brought to attendees by leaders like Bruce Evans, the ebullient chief customer officer of American Electric Power. AEP has been a part of the center since 2013.

Operational excellence is just as much about people as it is process. Here, L Brands VP and Chief Diversity Officer Nichole Marshall offers an inside look at how the retailer has embedded inclusivity in its processes and culture. “Diversity is counting heads; inclusion is making heads count,” Marshall said.

Summit attendees work hard – and play hard. New York City based musical comedy troupe closed out the second day of the event with their signature mix of song parodies and audience interaction…

…while Columbus magician Drew Murray dropped by the evening reception.

Few companies based in Columbus are more representative of the digital disruption trend than retailer Designer Brands, which just rebranded from DSW Inc. to reflect recent and future innovations. “If we go down, it’s going to be because we are innovating and trying new things, not because we didn’t try,” Rawlins told the crowd.

Fisher College of Business students are vital to the summit, where more than three-dozen of them serve as volunteers …

…while others join to present results from process improvement projects they’ve conducted with Columbus-area nonprofits and corporations.

The disruption theme continued on the third and final day of the summit with a presentation from Sean Lane, chief executive of healthcare artificial intelligence startup Olive. “I think the rise of the digital workforce will be the biggest change we see in our lifetime,” Lane said in his featured breakout session.

To deal with all the change in our lives and work, we need to practice the art of gratitude, which “helps the good stuff stick when our brains are wired to remember the bad,” breakout session host and psychologist Dr. Melissa Briggs-Phillips told the crowd in her presentation.

To get attendees ready to apply the many insights they gathered across the three days of the summit, executive coach and The Hope-Driven Leader author Libby Gill closed out the event by asking attendees: “Do you have a job, a career, or a calling?”

Check out more photos from summit 2019 on our Flickr page.

DSW CEO Rawlins joins summit keynote line-up

The chief executive of one of Columbus’ best-known brands will be kicking off the third and final day of The Ohio State University’s seventh-annual Leading Through Excellence summit this April.

DSW Inc. CEO Roger Rawlins

Roger Rawlins, CEO of footwear retailer DSW Inc., will take the stage at 8 a.m. on Thursday, April 11, for a brief presentation and to take audience questions. Rawlins, who joined the company as a vice president in 2006, will be sharing how DSW has proactively adapted to rapidly changing and increasingly competitive industry conditions to effectively “disrupt” itself and continue growing.

Fourth-quarter and full year results won’t be revealed until March 19, but DSW in December reported a 17% spike in fiscal third-quarter sales, bumping its profit forecasts for investors. This came after one of the company’s best quarters in its history, which put DSW in line to top the $3 billion mark for the first time.

Rawlins joins a summit keynote roster that includes Sam Walker, a Wall Street Journal and bestselling author of the book The Captain Class; Libby Gill, and executive coach and author of The Hope-Driven Leader; and The Water Coolers, a New York City-based workplace musical comedy troupe.

These four keynotes are among more than 40 sessions spread across workshops, tours, breakout sessions, and networking events at the April 9-11 summit. Registration is open to members and non-members with group discounts available.

More details can be found at COE’s official summit website.

‘Captain Class’ author, comedy troupe on 2019 summit keynote line-up

The past line-up of keynote speakers at The Ohio State University Center for Operational Excellence’s annual summit has included a Pulitzer Prize-winning journalist, bestselling authors, renowned researchers, and accomplished business leaders.

This year, the bar stays high.

The kickoff keynote for COE’s seventh-annual Leading Through Excellence summit, April 9-11, is Sam Walker (pictured, right), an editor at the Wall Street Journal and author of the bestselling business book The Captain Class: The Hidden Force That Creates the World’s Greatest Teams. A former reporter, sports columnist, and sports editor, Walker founded the Journal’s prize-winning daily sports coverage a decade ago.

In The Captain Class, the focus of Walker’s kickoff keynote the morning of April 10, he takes an up-close look at the 17 most dominant teams in sports history to extract a bold new theory of leadership. Walker contends that all these team had one thing in common: They employed the same type of captain, a singular leader with an unconventional set of skills and tendencies. Upon its release, Captain Class was named one of the best business books of the year by CNBC, The New York Times, Forbes, Sports Illustrated, and more.

Closing out the summit on the following day is Libby Gill, a corporate executive-turned-executive coach who released The Hope-Driven Leader last year. Gill rose through the ranks of the entertainment industry to eventually become VP of publicity for Sony’s global television division and went on to lead communications for companies such as Universal and Turner Broadcasting. Today, she works with clients including Disney, Honda, Kellogg Co., Microsoft, and more, helping them lead their teams through change, challenges, and chaos.

While the keynotes bookending the second and third days of the summit are set to provide critical insights to drive new leadership and team-building behaviors, the closing act before the summit’s big day-two networking reception is intended to take a step away from the serious stuff. New York City-based workplace musical/comedy troupe The Water Coolers will take the stage Wednesday afternoon, skewering the world of deadlines, KPIs, and countermeasures.

These three keynotes are just a few of the nearly 50 sessions available across the three days of the summit, which include workshops, tours, and breakout sessions from a mix of industry leaders and top Ohio State researchers. Check out COE’s summit website for more details on the summit, which is open for early bird registration – and discounts of up to 15% – through Feb. 11.

COE welcomes Kelly Reo as executive director

A new executive director is joining the COE team Dec. 3 and will be formally introduced at the center’s members-only quarterly seminar on Dec. 7.

kelly reo coe
Kelly Reo joins COE as executive director Dec. 3.

Kelly Reo (pictured, right) brings more than 20 years of management experience to the role. Most recently, she served as vice president of Columbus-based Navigator Management Partners. Reo succeeds Peg Pennington, who departed the role this summer after a decade of leadership to serve as president of Powell, Ohio-based online lean/Six Sigma training provider MoreSteam.com LLC.

At Navigator, Reo was responsible for the firm’s operations, marketing, sales operations, and technology/enterprise data business functions. In her 14 years at Navigator, Reo also served as account owner and project manager on consulting engagements with organizations including Ohio State, NiSource, LBrands, and BMW Financial Services.

Prior to joining Navigator, Reo ran her own independent consulting firm. She also served in project management and analyst roles at Chase, Bath & Body Works, and Advanced Drainage Systems. She has a bachelor’s degree in management information systems from Ohio State and recently completed Harvard Extension School’s Marketing Management Certification program.

Academic Director Peter Ward

“Kelly brings a strong track record of collaborative problem solving with a variety of companies, and we’re thrilled to welcome her to our team,” said Peter Ward, Richard M. Ross Chair in Management at Fisher College of Business and longtime COE academic director. “We look forward to introducing her to the many partners in our operational excellence community.”

When COE’s final event of the year kicks off at 10:30 a.m. next Friday, Reo will be formally introduced before Central Ohio Transit Authority CEO Joanna Pinkerton takes the stage for her keynote. This event remains open to members for in-person attendance and via livestream.

Reo’s university e-mail will not be active until Dec. 3 at the earliest, but starting that week she can be reached at reo.4@osu.edu.

MBA resume books now available for center members’ recruiting needs

The Ohio State University Center for Operational Excellence has rolled out the second round of its resume books of Fisher College of Business MBA students, available exclusively to center members.

This edition, which follows last year’s inaugural round, includes resumes from 31 first-year MBAs, 18 second-year MBAs, and 12 MBA students in the college’s working professionals program. All three resume books, organized by student year, are now available on COE’s Members Only website (just click the “Download MBA resume books” button and, if you haven’t already, log in and/or create a COE username).

How does it work? We recommend considering first-year MBA students for project and/or internship opportunities. Second-year and WP MBA students are candidates for full-time employment. If you find a candidate you’re interested in from either resume book, feel free to reach out to him or her directly.

Have any questions and/or needs regarding hiring/recruitment? Contact Mandy Williams in Fisher’s Office of Career Management at Williams.6057@osu.edu.

Resumes currently on the website will remain there through the summer of 2019, with a new round posted each fall.

The resume books are one of a number of features on COE’s members-only website. There, you have access to dozens of past event recordings, COE summit breakout session slides, and the portal that offers livestreaming of upcoming events.

COE accepting proposals for 2019 summit breakout sessions

At The Ohio State University Center for Operational Excellence’s annual Leading Through Excellence summit, attendees get the chance to hear transformation stories and research insights from among 25 breakout presentations.

Want to lead one?

Through Jan. 15, 2019, COE is now accepting proposals for breakout sessions at its 2019 summit, set for April 9-11 at the Fawcett Center on Ohio State’s campus. For attendees, the 25 breakout sessions to be offered at the event – spread across April 10 and 11 in five 60-minute blocks of five concurrent sessions – allow them to customize their summit experience to choose the topics that fit their interests and best align with their personal and organizational goals. For presenters, the sessions offer the chance to share best practices and make connections with hundreds of business leaders.

As with past summits, COE is building its breakout session offerings to represent a mix of “case studies” taking place inside member and non-member companies; actionable insights from researchers; and best practices from thought leaders in the world of operational excellence. Topics are to be broadly focused on one or more of the following subject matter areas:

  • Industry disruption (technology, trends)
  • Innovation
  • Leadership
  • Lean deployment best practices (tools, techniques, behaviors)
  • Organizational behavior (team-building, communication, decision making)
  • Supply chain management

While COE will still be recruiting a number of breakout presenters outside this process, up to 10 sessions will be drawn from submitted proposals. Each accepted breakout presentation comes with complimentary admission to the summit.

Think you’re ready to submit a proposal? Have the following information ready about yourself and your presentation:

  • a) Contact information
  • b) Proposed title
  • c) Key challenge/trend the presentation addresses
  • d) A few sentences on the content you plan to cover;
  • e) Key “takeaways” attendees will receive at your session.

We’re also interested in past presentation experience, with video links welcome and encouraged.

Presentation proposals will be reviewed and accepted on a rolling basis, and all those who submit proposals will be notified of their status by Feb. 1.

To view the proposal form and begin the submission process, click here.

Summer event explores workforce digitalization, ‘mid-tech’ opportunity

Digital technology has revolutionized the way we exist as consumers. It’s no longer necessary to leave the house to get groceries, grab a new pair of shoes, or buy a new house.

This same trend has had sweeping implications for the other end of the transaction, too, but this wave of digital innovation isn’t limited to business-to-consumer trades. These days, no industry has been left untouched, and the digitalization of the American workforce has emerged as a formidable challenge, with plenty of opportunity along the way.

The Ohio State University Center for Operational Excellence joined three other Ohio State and Fisher College of Business centers this month to tackle this topic in the second of a two-part summer session on the so-called digital economy. At the session, co-hosted with the Center for Innovation & Entrepreneurship, National Center for the Middle Market, and Risk Institute, Brookings Institution researcher Mark Muro (pictured above, left) presented findings from an illuminating report the think tank released last year tracking how technology is becoming a bigger part of the jobs we do.

“Digitalization is the fundamental source of value in our period in history,” Muro told a crowd of nearly 150 business leaders.

The data from Brookings bear that out. The organization classified hundreds of jobs in to low-, medium-, and high-digital skill levels on a scale of 1 to 100, based on how much knowledge of and interaction with computers and electronics is required. Your average software developer these days is a 94, while a personal healthcare aide would score below 20. In tracking changes from 2002 to 2016, Brookings researchers found that while about half of the jobs in Columbus that it rated required little digital skill at the beginning of the decade, that share has dropped below one-third in recent years. And while only one in 20 jobs required strong digital skills in 2002, that’s up to one in four.

“It’s getting much harder to find a job if you don’t know your way around basic computer equipment,” said Muro, a senior fellow in Brookings’ Metropolitan Policy Program.

Indeed, one in six working-age Americans can’t use e-mail, web search, or other basic online tools. Couple that with the fact that nearly half of all jobs in the Columbus area require a medium level of digital skill, and an imbalance emerges.

Breaking it down

Muro dissected his findings with a multi-industry panel at the session, which included representatives from COE members Honda of America Manufacturing and Mount Carmel Health System, as well as leaders from the Ohio Department of Job and Family Services and Columbia Gas of Ohio owner NiSource. At all of these organizations, this workforce digitization wave is intersecting with a mix of demographic factors and broader industry trends. At Honda, for example, a sizeable crop of Baby Boomers is poised to retire, while the vehicles rolling off the line get more tech-heavy with each new model.

“As production changes and there’s more digital technology in our products, it challenges our engineers’ IT skills,” said panelist Scot McLemore, Honda North America’s manager of talent acquisition and development.

Honda has been proactive with the digitalization trend, moving in 2014 to open a Technical Training Center with classrooms and robotics to help cultivate skills of emerging importance in employees. In a similar vein, NiSource has invested in training that’s tailored for a digital age, a selling point for younger employees and, sometimes, a harder sell for veteran workers.

“Adults still want to know why,” said panelist John Penziol, NiSource’s user experience strategy lead.

The “soft” side of digitalization, whether that’s communicating changes to workers or developing new problem-solving skills while working with technology, is a critical element to this new frontier, particularly in an industry like healthcare. At Mount Carmel, it’s a question of balancing high-quality, high-stakes personal touch with constant new digital innovations. As a result, the nationwide digital score for registered nurses moved from the low end of the middle digitalization level to the high end over that 14-year gap tracked in the Brookings research.

“As leaders influencing people, we need to grow into the technology aspect and the people aspect,” said Michelle Leedy, director of talent management for Mount Carmel. “We need to think differently about how we get work done.”

Mid-tech opportunity

Brookings’ key recommendations for meeting the challenge of workforce digitalization include expanding and widening the high-digital IT talent pipeline — for example, creating higher-education feeder programs and exposing K-12 students to computer science — and increasing basic digital literacy, especially among underrepresented groups. One area of opportunity specifically for the Columbus region, Muro said, is what he calls “opportunity jobs,” which require medium-level digital skill but don’t require a bachelor’s degree and pay better than the national mean annual wage; this includes executive assistants and industrial mechanics, for example.

“These opportunity jobs are an on-ramp to IT,” Muro said. “It’s very important that people in the workforce without a four-year degree get into these occupations.”

Regardless of the solutions at hand, said McLemore of Honda, they can’t happen in a vacuum.

“It’s important that industry, education, and the government come together to figure this out,” he said.

Click here to check out Brookings’ full report, or view slides from the August session here.

Management Sciences department welcomes new faculty member

A Fisher College of Business senior lecturer known for his knowledge of business statistics and analytics is formally joining the of the Department of Management Sciences.

John Draper

Dr. John Draper starts this fall as an assistant clinical professor in Management Sciences. He previously served as a senior lecturer for the department, for which he received a college-wide recognition award last year.

Before coming to Fisher, Dr. Draper served as a visiting Ohio State faculty member who taught both graduate and undergraduate courses in statistical theory and application in the College of Arts and Sciences’ Department of Statistics. His teaching experience at Ohio State also includes statistics in business, engineering and sports, as well as biostatistics courses for graduate-level students in the colleges of Public Health and Dentistry. He has his PhD in statistics from Ohio State.

This past spring, Dr. Draper hosted a sold-out half-day workshop at COE’s annual Leading Through Excellence summit on sports analytics. This workshop will be offered again at the 2019 summit.

Across the college, Dr. Draper is one of 18 new faculty members who joined this fall. You can read more about other departments’ new hires on Fisher’s website.