Robert Hitchcock
When Chapman University President Emeritus Jim Doti reflects on his 25-year tenure leading the university, one thing is clear: real change doesn’t happen by accident or by following the crowd.
In his newly released book, Using Data Analytics to Drive Transformational Change, Doti offers a behind-the-scenes look at how the university transformed its academic standing, reputation and financial trajectory. According to Doti, it’s all about establishing a widely shared strategic vision for the university and then using data analytics to measure the progress towards achieving that vision. Doti writes, “The ultimate objective is creating an exciting and vibrant academic environment.”
Over the course of his 25-year presidency (1991-2016), Doti consistently challenged traditional institutional planning. His book opens with the statement, “Most strategic plans are a waste of time — a drain on precious resources.” Doti then proceeds to outline a replicable framework that prioritizes focus, measurable goals and economic analysis over wishful thinking.
The book takes readers through five planning periods during which the university saw significant gains in student selectivity, academic reputation, graduation rates, faculty investment, building and land development and net assets. Each step is supported by data-backed strategies and progress reports. It provides readers a rare inside look at presidential decision-making and long-range planning in higher education.
“The first five years were critical,” Doti said when reflecting on Chapman’s transformation. “Moving from open enrollment to a more selective admissions process — focused on SAT scores — became the foundation for growth over the next 20 years.”
Among the standout results of Doti’s leadership: Chapman’s graduation rate more than doubled, net assets increased by over 700%, and the university made investments in new facilities, programs and faculty salaries.
Throughout the book, Doti shares conversations and personal thoughts around some of the most important decisions in Chapman’s history and how the board of trustees, faculty, and staff played a critical role in implementing those decisions. While emphasizing “focus, focus, focus” on a central goal each planning period, the author admits to some contradiction: “Nevertheless, opportunities fall into your lap every now and then.” It was that contradiction that brought the Hilbert Museum of California Art and “Chapman’s Crown Jewel” — the Musco Center for the Arts — to Chapman University. Fascinating stories that reveal how flexibility, intuition, and an openness to unexpected opportunities played a key role alongside data and planning in shaping the university’s legacy.
In a poignant moment of reflection, the book ends where it began — with Doti recalling a conversation with his mentor, colleague, and friend, George Argyros. As they sipped wine and watched sailboats drift through Newport Bay, Doti recalled the phone call from 33 years earlier, when Argyros invited him to become Chapman’s next president.
“I reminded George that he told me, ‘We’re going to build a great university,’” Doti writes. “Then I added, ‘You were right, George, we did build a great university.’”
“When George turned to me, he smiled and nodded in agreement — it was a smile and nod that meant more to me than anyone would ever know.”
Using Data Analytics to Drive Transformational Change is published by Bloomsbury Academic and was selected to be on the American Council on Education (ACE) series in higher education. It is available for purchase by clicking here. It is also available through major online retailers, including Amazon, Barnes & Noble, and Bookshop.org
