Abstract:

Deriving from industrial experience, much has been said about how fresh graduates perform in the industry. In many instances, a big chunk of the time is spent on retraining the newcomers. It is based on the reality that they are rather under-equipped to face the challenge of industrial expectation that calls for high-intellectual capacity and equally high execution ability. While realistically, it is difficult to meet both expectations, it can somehow be dealt with to a certain extend if institutions offering graphic communication courses look into themselves and search for the gaps.

All talks about producing world-class graduates cannot bring their aspiration into reality.Likewise, more training in the workplace will defeat the role of the institutions as the feeder to the industry.Remedying the flaws in training budding designers must go beyond the often well-disguised superficial approach of talking about vision, mission, strategy, teaching realignment or revamping course contents.

The contention is that in some art colleges, the management has not worked the way it should. These organisations have overlooked the missing links - their internal operation gaps. The very gaps that require them to look deep into the balancing act of finding equilibrium between high intellectual output and equally high execution output. These may come in the forms of competency, responsibility, reward, resource, information and reality. Unless they start to bridge these gaps, all their strategic visioning and positioning will come to nothing. Many well-thought-out long term strategic plans and change learning programmes come to a halt because they hit these snags by their own internal operational gaps.

Keywords:

Intellectual, execution, gaps, strategic.