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Zechlin - Hedda 10 conference

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  • 1. Merger as Strategic Project The Case of the University of Duisburg-Essen, Germany HEDDA Conference University of Oslo November 4, 2011
  • 2. 1. Context2. Mergers3. The merger of the universities of Duisburg and Essen4. Critical success factors
  • 3. Mergers in Germany• The University and the Polytechnic in the city of Luneburg, Lower Saxony (2004)• 3 smaller Polytechnics in different cities in Lower Saxony (2000), reversed in 2009• University of Technology of Karlsruhe and Helmholtz Research Centre (2006)• 2 Universities in the two cities of Essen and Duisburg (2003)
  • 4. UDE: Two cities, two campuses
  • 5. Two medium seized universities (2003) Duisburg Essen Studentsca. 15.000 ca. 21.000 Positions 2003ca. 208 Professors ca. 297 Professors (+ ca. 77 Medicine)ca. 390 Academic Staff ca. 431 Academic Staff (+ ca. 643 Medicine)ca. 561 Admin. and technical ca. 775 Admin. and technical StaffStaff Budgetca. 113 Mio € ca. 137 Mio € + ca. 367 Mio € (Medicine) Third Party Expendituresca. 20 Mio € ca. 39 Mio € + ca. 18 Mio € (Medicine) SubjectsFull Range (without Medicine Full Range (without Law)and Law)
  • 6. Profile and Budget (2010)Academic Subjects • Humanities (Languages, Culture, Theology, Education) • Social sciences, Economics, Business Administration • Sciences • Life sciences, Medicine, University hospital • Engineering (Mechanical, Electrical, Civil)Budget 448.2 mill. € total revenue (114.3 mill. € Faculty of Medicine) 91.5 mill. € revenues from third-party funds (29.2 mill. € Faculty of Medicine)
  • 7. Personnel and Students (2010)Personnel 415 professors 2,529 academic staff 1,325 administrative and technical services(without Medicine)Students 34,016 students (41 % female, 15 % international) 10,120f first-year students (54 % females, 17 % international) 3,996 graduates (56 % female, 13 % international)
  • 8. 1. Context2. Mergers3. The merger of the universities of Duisburg and Essen4. Critical success factors
  • 9. Some characteristics1. Main drivers: • Efficiency and Effectiveness (“Do more and better with less”) • Higher visibility and reputation2. Means: Transfer of quantity to quality (e.g. more professors enable deeper specialisation and better research)3. Risks: All energy to the internal structure and little attention to stakeholders (“Exhausting process of self-occupation”)4. Governance and Leadership: Universities as “Professional Organizations” and loosely coupled systems.
  • 10. Immediate costs, long term wins Pre-Merger Merger Post-Merger Vision and Conception(Due Diligence) Implementation Continuous Improvement
  • 11. 1. Context2. Mergers3. The merger of the universities of Duisburg and Essen4. Critical success factors
  • 12. Course of Events02/2001 Final Report of Expert Group set by the Government NRW09/2001 Start of negotiations between the two universities (external moderator till autumn 2002);Spring 02 Voting out of the rector in EssenSummer 02 Merger by Law: Dissolution of the two universities and incorporation of the new University of Duisburg-Essen (12/02); Timetable for Merger from 1/03 – 12/200612/2002 Legal action against appointment of Founding Rector by the state government01/2003 State commissioner (till 09/2003)Spring 03 Joint search committee for Founding Rector, rule of unanimity10/2003 Coming into office of the Founding Rector11/2003 Election of 4 new Vice Rectors, 2 from each campus12/2003 The two Heads of Administration early released06/2004 Coming into office of the new Head of Administration
  • 13. Objectives 2003• Academic Structure of Campuses (Profiles) – Complementary Profiles – Interdisciplinary connections• Finances – Internal redistributing – Little additional costs – Better position in the performance based budgeting system of the state NRW• Quality – Strengthening of research capacity (Problem: Past as complementary universities) – Attractiveness of study programs
  • 14. Policy of “two speeds”2004: Structure • Academic profiles of campuses • Organisational structure (Academic, Services)2005: System of Strategic Planning • Central goals • Decentred strategic development • Contract Management • Budgeting system • Controlling2006: Quality, Evaluation, Improvement • Evaluation of Structure • Quality Management System
  • 15. DecentralizationCentralSteeringDecentralSteering 2003 2004 2005 2006
  • 16. „Change Management“• Kurt Lewin: Defreeze, change, refreeze• Communication: Each semester “Plenary assembly”• Acting and Reflecting: Once a year a “strategy workshop” outside the university with the new Deans and the administrative management
  • 17. „Ideal” Profile Duisburg Essen Social Sciences Economics Life HumanitiesEngineering Sciences Infor- School of mation Education Systems 7
  • 18. Achieved Profile (2006) Duisburg Essen Physics, Civil EngineInformation ering Humanitiestechnology,Engineering School of Economics, Manage- Information Social ment systems School ofSciences Education Life Sciences 6
  • 19. Elements of the QM-System (2006) Informationssystem: Information-System Lehrevaluation, Absolventenbefragungen, Monitoring, Controlling Controllingdaten, Rankings : Evaluation Peer Review Inst. Evaluation Performances Entwicklungspl ä ne QE InstitutionalInstitut. Evaluation Facultieshige as strategief ää re ZLVZLVdem Strategische Planung mit mit dem ZfH Universit Rectorate Mit dem Evaluation Strategic Units Organisationseinheit Einheiten Rektorat mit dem Rektorat Rektorat Self Report Metaevaluation Strategische Ziele Strategic Goals Umsetzung Personal -/Organisationsentwicklung Personel Development
  • 20. Perfomance indicators 2001 - 2010 2001 2003 2005 2007 2008 2009 2010Doctoral Degrees 169 251 241 250 260 208 236(without Medicine)Doctoral Degrees 310 386 420 387 402 342 419(incl. Medicine)Graduates 2.257 2.362 2.488 3.442 3.584 3.993 4.065(Incl. Medicine)Number of Students 36.314 37.039 33.816 30.691 31.080 31.839 34.026First-year Students 7.702 8.919 8.179 6.519 7.529 7.094 10.130Third party 34.219 37.731 33.739 41.126 43.186 47.849 60.021expenditures(without Medicine)Thereof German 12.149 12.026 9.993 12.282 13.700 14.667 16.961Research FundingOrganization
  • 21. 1. Context2. Mergers3. The merger of the universities of Duisburg and Essen4. Critical success factors
  • 22. Critical factors for success• Pre merger: Due diligence, more than a “management fad”• Merger : Internal Structuring vs. „Regular Business“• Time: „Quick and dirty“ vs. Sustainable and Slow”• Balance between Stability and Change (Lewin)• Extra financial support during the merger stage by the government – Performance Budget – Buildings, IT, Libraries• In case of two campuses: The subject identity replaces slowly the local identity
  • 23. Leadership and Governance Goal Setting by Leadership „Machine Model“ „MPM-Model“ (MbO) Hierarchy CompetitionProcess Structure 2004 Contract Management 2005 ProcessSetting by SettingLeader- by theship „Systemic Model“ „Gardener Model“ system Observation, Reflection Trust and Evolution Institutional Evaluation Continuously 2006 Goal Setting by the system