Lawrie Phipps
Changing the learning landscapeLeadership incontextExamples from the JISC Transformationsand Building Capacity programmes•...
Leadership success factors• Institution-wide Agreement  • Almost all of the issues had an impact outside of the    remit o...
Leadership success factors• Alignment  • All of the realised projects supported at least one of the    Institutional Strat...
Case Studies• Transition and         • Customer Relationship  Retention                Management• Inspiring innovative   ...
Modelling Change• Building capacity > Transformations• Using Enterprise Architecture as a tool  • Describes how informatio...
Modelling Change• what your organisation does• the processes by which it does these things• who carries out the activities...
Modelling Change• JISC DataPool Project
Modelling Change• JISC SMUDIE Project  (Attendance Register Model)
Modelling Change• JISC Coeducate Project
Your intervention / change project•   What does your current model look like?•   What is it?•   Who does it?•   What are t...
Lawrie PhippsJISC Organisational Development & TransformationsProgramme      l.phipps@jisc.ac.uk      @lawrie      Lawrie-...
Lawrie Phipps
Changing the learning landscapePlanning for complexityand change    A brief introduction to Scenario Thinking•    Strategi...
Scenario Process• Scoping the issue• Trends analysis• Building Scenarios• Creating options• Testing the options• Decisions
Scenario Process• Scoping the issue• Trends analysis• Building Scenarios• Creating options• Testing the options• Decisions
Stage OnePestletrends Issue          ScenarioContext
Generating Ideas• Blue ideas. Normal  ideas, standard  procedures – these don‟t  require a separate  workshop/activity to ...
Stage TwoScenario One      Scenario Two             New            ServiceScenario Three    Scenario Four
Lawrie PhippsJISC Organisational Development & TransformationsProgramme      l.phipps@jisc.ac.uk      @lawrie      Lawrie-...
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Cll ppt lawrie_phipps

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This is two presentations merged into one, the first highlighting resources from the Buidling Capacity Programme, the second looking at using resources such as Scenario Planning for dealing with change.

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  • Cll ppt lawrie_phipps

    1. 1. Lawrie Phipps
    2. 2. Changing the learning landscapeLeadership incontextExamples from the JISC Transformationsand Building Capacity programmes• Small projects based on issues identified by institutional leaders working at Pro vice-chancellor level• Projects based on Research, Teaching and Learning, Administration and Business and Community Engagement
    3. 3. Leadership success factors• Institution-wide Agreement • Almost all of the issues had an impact outside of the remit of the leader‟s remit • Cross institutional teams where needed• Enforcing Compliance • “This is going to happen and you will support me” • Taking decisions and providing a framework to enable support for the decision-making process
    4. 4. Leadership success factors• Alignment • All of the realised projects supported at least one of the Institutional Strategies• Benefit and Value • The projects weren‟t exploratory or pilots, they all sought to demonstrate clear benefits and realise value to the Institution‟s staff and students
    5. 5. Case Studies• Transition and • Customer Relationship Retention Management• Inspiring innovative (Enterprise) pedagogy (e) • Supporting staff• Assessment and through accreditation Feedback • Creating a Mobile• Digital Literacy campus• Employability • Curriculum• PGR Supervision Transformation
    6. 6. Modelling Change• Building capacity > Transformations• Using Enterprise Architecture as a tool • Describes how information systems, processes, units and people work as a whole • Some models are extremely complex – others less so • It‟s not a way of auditing, it supports decision making
    7. 7. Modelling Change• what your organisation does• the processes by which it does these things• who carries out the activities• what data is used, how it flows through the organisation and where it is stored• what information technologies are employed and how they are used• the relationships and dependencies between all of the above
    8. 8. Modelling Change• JISC DataPool Project
    9. 9. Modelling Change• JISC SMUDIE Project (Attendance Register Model)
    10. 10. Modelling Change• JISC Coeducate Project
    11. 11. Your intervention / change project• What does your current model look like?• What is it?• Who does it?• What are the processes?• Are there any technologies or data involved? Where?• And what are the relationships and dependencies between them?
    12. 12. Lawrie PhippsJISC Organisational Development & TransformationsProgramme l.phipps@jisc.ac.uk @lawrie Lawrie-Phipps© HEFCE 2012The Higher Education Funding Council for England, on behalf of JISC, permits reuse of this presentation andits contents under the terms of the Creative Commons Attribution-Non-Commercial-No Derivative Works 2.0UK England & Wales Licence.http://creativecommons.org/licences/by-nc-nd/2.0/uk
    13. 13. Lawrie Phipps
    14. 14. Changing the learning landscapePlanning for complexityand change A brief introduction to Scenario Thinking• Strategic planning tool used to make flexible long-term plans• The method is based on creating a series of „different futures‟ generated from a combination of known factors, such as demographics, with plausible alternative political, economic, social, technical, legal and environmental (PESTLE) trends which are key driving forces.
    15. 15. Scenario Process• Scoping the issue• Trends analysis• Building Scenarios• Creating options• Testing the options• Decisions
    16. 16. Scenario Process• Scoping the issue• Trends analysis• Building Scenarios• Creating options• Testing the options• Decisions
    17. 17. Stage OnePestletrends Issue ScenarioContext
    18. 18. Generating Ideas• Blue ideas. Normal ideas, standard procedures – these don‟t require a separate workshop/activity to come up with these• Red ideas. Original, innovative but realistic in ambition• Yellow ideas. Very creative and inventive but not yet feasible Image – COCD Ideas Matrix
    19. 19. Stage TwoScenario One Scenario Two New ServiceScenario Three Scenario Four
    20. 20. Lawrie PhippsJISC Organisational Development & TransformationsProgramme l.phipps@jisc.ac.uk @lawrie Lawrie-Phipps© HEFCE 2012The Higher Education Funding Council for England, on behalf of JISC, permits reuse of this presentation andits contents under the terms of the Creative Commons Attribution-Non-Commercial-No Derivative Works 2.0UK England & Wales Licence.http://creativecommons.org/licences/by-nc-nd/2.0/uk
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