Pinnacle Professional College: Stakeholder Roles, Relationships, and Capabilities

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Introduction Pinnacle Professional College became a public company in the 1990s before the dot.com bust. At the time, the college offered primarily technology and information management classes and certifications. Many of the students at Pinnacle were interested in fast-track technology classes that would fill perceived gaps, the backfilling of which would often be enough to get them to the next level in a start-up. The students were, by and large, entrepreneurial and highly skilled in select technical areas. Interest in BA completion coursework was nonexistent, liberal arts were laughed at, traditional college coursework was scorned, and money dot.com money was king. Over the next decade, Pinnacle accomplished a slow transformation to a professional preparation and vocational technology college. Tuition rose right along with the production of glossy catalogs containing detailed descriptions of course offerings and inflated statements of the benefits to be had with graduation from a certificated or degreed program. Programs in healthcare, such as dental hygiene, diagnostic sonography, and radiology, took center stage and commanded most of the revenue. Enrollment burgeoned and profits soared. The college offered its fair share of scholarships, ran ESL support centers, and worked hard to be viable members of the community active members of Chamber, Rotary, Kiwanis, and every higher education brotherhood or sisterhood to which we could attach ourselves. Stakeholder

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