Columbia University has lost its way.
The school’s history has been so badly distorted that the only way to understand it is to read the textbooks, study the syllabi and read the papers.
The university, founded in 1848, has been the model for every institution in the United States for the past half-century, and now, the school’s leadership is desperate to prove it.
Columbia University is now trying to make it look like a national leader.
The school’s leaders want to portray themselves as pioneers of a brand of education that has been transformed in part by the academic revolution of the past two decades, and the success of the university as a global leader in higher education and research.
The president of the Columbia Board of Trustees, Charles R. Stegner Jr., is a former vice president at McKinsey & Co., where he served as chief investment officer.
He is an adviser to the university on its strategy for higher education.
He and his fellow trustees are in charge of the $1.2 billion sale of the school to a consortium of private investors led by Renaissance Capital Partners, a private equity firm.
They will get the bulk of the money, about $750 million, for a total value of about $1 billion.
But that doesn’t mean they are ready to give up.
They have made some concessions to try to make the deal happen.
In recent weeks, the trustees have tried to sell off assets, including the vast majority of the stock in the school, the largest stock in Columbia.
The board has also agreed to raise about $50 million from the sale proceeds.
But in recent months, the administration has been pushing to reduce the value of some assets, to raise $300 million to sell the university’s stake in a publicly traded company and to sell a piece of land in the Columbia campus for $600 million.
Those measures are likely to fall short of the required $1 trillion valuation of the institution.
But they do give the trustees an opportunity to sell some assets for less than the price of a university.
The proposed sale is part of a plan that has emerged to keep the school afloat, to give it more cash and to get rid of some administrative costs.
But the plan is also part of an effort to build up the institution in order to save the board, a former member of President George W. Bush’s administration, and to give the president and other school leaders a larger role in running the school.
And it is part, too, of a broader effort to shore up the university.
Columbia is one of the few public universities in the country to have experienced a major financial crisis, and its leadership is now struggling to figure out how to make money while continuing to educate students and to make its reputation as a leader of higher education the envy of the nation.
In the 1990s, when the campus was struggling to cope with the rise of the global economy, Columbia was one of many large public institutions that found it difficult to keep its students from leaving, and some left because they felt like the school wasn’t taking its responsibilities seriously.
But with the economy slowly returning to normal, and with the university now offering more opportunities for students to attend its graduate schools and graduate programs, the campus is finding that it is becoming less and less like a traditional institution.
The campus now is not just attracting more students, it is attracting more alumni, and that is starting to change the way people view the school and its leaders.
And that has become a big problem.
There are so many people who are leaving because they want to go to college, but they don’t want to stay.
They don’t know what the best place to go is, and they don