Audit process presentation MSC515 Mastin & Avdjiev last

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  • Audit process presentation MSC515 Mastin & Avdjiev last

    1. 1. Northwestern Alumni Relations Innovation Case Process Audit by Tatiana Avdjiev and Jay Mastin
    2. 2. Office of Alumni Relations
    3. 3. Office of Alumni Relations • Existing structure: • Six teams reporting to Cathy Stembridge, Executive Director • Each team has own hierarchy, programs and services
    4. 4. Office of Alumni Relations • Existing structure: • Six teams reporting to Cathy Stembridge, Executive Director • Each team has own hierarchy, programs and services • Proposed structure: • Cross-functional team • Change focus from separate traditional programing to one new program with a common goal • Meet the needs of alumni with new/potential job loss and other stressful factors of the economy
    5. 5. Existing structure
    6. 6. Existing structure Catherine Stembridge Executive Director Northwestern Alumni Association Kathleen Quinlan Amanda Sloan Director Aspasia Apostolakis Susie Atkinson Carolyn Sparks Jay Mastin Director Director Director Director Senior Director Operations & Strategy Clubs Career & Student Services Special Events Alumni Recognition and Alumni Education & Travel Events Matt Herek Betsy Brown Abby Jansen Assistant Director Travel Emily Higgins Jenni Glick Young Alumni Coordinator Department Assistant Associate Director Assistant Director II Katie Wesner Elizabeth Kos Associate Director Associate Director Lacy Schneider Kevin Lole Student Services/ Alumni Education Kate Bleeker Coordinator Programs Assistant Director Program Assistant II Homecoming A Day With NU Alumnae Open Jonathan Cummings Jenny Sturrock Program Assistant I Program Assistant II Assistant Director NU Club of Chicago Lauren Herpe Crystal Warren Assistant Director Education Claire Burke Assistant Director Program Assistant II Alumni Education Faculty Speakers Whitney Smith Travel Information Coordinator
    7. 7. Existing structure
    8. 8. Proposed structure Catherine Stembridge Executive Director Northwestern Alumni Association Kathleen Quinlan Amanda Sloan Director Aspasia Apostolakis Susie Atkinson Carolyn Sparks Jay Mastin Director Director Director Director Senior Director Operations & Strategy Clubs Career & Student Services Special Events Alumni Recognition and Alumni Education & Travel Events Matt Herek Betsy Brown Abby Jansen Assistant Director Travel Emily Higgins Jenni Glick Young Alumni Coordinaror Department Assistant Associate Director Assistant Director II Katie Wesner Elizabeth Kos Associate Director Associate Director Lacy Schneider Kevin Lole Student Services/ Alumni Education Kate Bleeker Coordinator Programs Assistant Director Program Assistant II Homecoming A Day With NU Alumnae Open Jonathan Cummings Jenny Sturrock Program Assistant I Program Assistant II Assistant Director NU Club of Chicago Lauren Herpe Crystal Warren Assistant Director Education Claire Burke Assistant Director Program Assistant II Alumni Education Faculty Speakers Whitney Smith Travel Information Coordinator Turquoise shaded areas represent members of the Super Team
    9. 9. Proposed structure Catherine Stembridge Executive Director Northwestern Alumni Association Kathleen Quinlan Amanda Sloan Director Aspasia Apostolakis Susie Atkinson Carolyn Sparks Jay Mastin Director Director Director Director Senior Director Operations & Strategy Clubs Career & Student Services Special Events Alumni Recognition and Alumni Education & Travel Events Matt Herek Betsy Brown Abby Jansen Assistant Director Travel Emily Higgins Jenni Glick Young Alumni Coordinaror Department Assistant Associate Director Assistant Director II Katie Wesner Elizabeth Kos Associate Director Associate Director Lacy Schneider Kevin Lole Student Services/ Alumni Education Kate Bleeker Coordinator Programs Assistant Director Program Assistant II Homecoming A Day With NU Alumnae Open Jonathan Cummings Jenny Sturrock Program Assistant I Program Assistant II Assistant Director NU Club of Chicago Lauren Herpe Crystal Warren Assistant Director Education Claire Burke Assistant Director Program Assistant II Alumni Education Faculty Speakers Whitney Smith Travel Information Coordinator Turquoise shaded areas represent members of the Super Team
    10. 10. The New Super Team
    11. 11. The New Super Team
    12. 12. The New Super Team
    13. 13. The New Super Team
    14. 14. The New Super Team • New cross-functional includes 13 of 24 staff members from six separate teams • No organizational hierarchy • Creates a “Vision Statement” • Creates an innovative process • Offers diverse perspective and ideas
    15. 15. Northwestern Explores - Work Well, Live Smart: The Economy, Your Career & Your Life
    16. 16. Northwestern Explores - Work Well, Live Smart: The Economy, Your Career & Your Life
    17. 17. Northwestern Explores - Work Well, Live Smart: The Economy, Your Career & Your Life
    18. 18. Northwestern Explores - Work Well, Live Smart: The Economy, Your Career & Your Life • In order to share the Vision Statement and program idea, need to engage: • Alumni leaders and volunteers (actual customers) to “buy in” and support the idea for successful implementation • Leaders (deans, administration, faculty and directors of development) from each of the schools within Northwestern University to support idea and confirm faculty and alumni speakers • All the other teams within the Office of Alumni Relations and Development (OARD) for feedback and engagement of development process • “Go to” speakers – all possible faculty and alumni speakers from each school at Northwestern
    19. 19. Theories & Concepts in the development process
    20. 20. Theories & Concepts in the development process • Cross-functional teams – combining members of existing teams into a Super Team that would address the economic crisis • Interpretive barriers – avoid organizational barriers and overcome different thought worlds • Architectural innovation – using existing components to create a new product/model of operation
    21. 21. Cross-functional teams
    22. 22. Cross-functional teams • Superordinate goals • Rules and procedures • Physical proximity and accessibility • Cooperation—increased interaction and communication
    23. 23. Interpretive barriers
    24. 24. Interpretive barriers • Technology-market linking—overcome interpretive and organizational barriers • Different “thought worlds” successfully brought together
    25. 25. Architectural innovation
    26. 26. Architectural innovation • Seemingly small changes result in large effects • Changes in organizational communication
    27. 27. Analysis of Communication in the Product Development
    28. 28. Analysis of Communication in the Product Development Strengths—Cross Functional Teams • Superordinate Goals were clear and contributed to positive outcome • Flat hierarchy contributed to easy accessibility • Members were in close proximity • Effective Cross-functional cooperation • Every member involved in drafting & owning Vision Statement
    29. 29. Analysis of Communication in the Product Development
    30. 30. Analysis of Communication in the Product Development Weaknesses—Cross Functional Teams • Procedures and rules undefined at beginning • Each team had own set of norms and took time to adjust to new sets of “SuperTeam” • This delayed the development and implementation process significantly • However, the issue corrected itself and allowed divergent thoughts to be articulated in the process.
    31. 31. Analysis of Communication in the Product Development
    32. 32. Analysis of Communication in the Product Development Interpretive Barriers • “Process-market linking” allowed new insights & old premises to be reconsidered • Managers did not create organizational barriers of predictable behavior patterns • Instead, they contributed to changing normal routines • Different “thought worlds” of individual teams were easily overcome
    33. 33. Analysis of Structure of the Product Development
    34. 34. Analysis of Structure of the Product Development Architectural Innovation • Used existing resources in a new architecture • Built new knowledge in team reconfiguration and interactions • Created new communication channels • Major weakness: takes time and resources to recognize what is useful and what is not
    35. 35. Recommendations—Short Term
    36. 36. Recommendations—Short Term • Use the cross-functional team idea in future programs • Keep the same flat hierarchy structure for member accessibility and active participation. • Define Superordinate goals • Set rules and procedures early in the process to avoid delays and confusion. • Identify the type of innovative structure desired, by determining its components
    37. 37. Recommendations—Long Term
    38. 38. Recommendations—Long Term • Consider radical innovation in using this model in larger organizational structures and dimensions. • Implement the same “no hierarchy” idea in a permanent team • Use diversity in selecting team members • Allow adequate amount of time for restructuring and adjustments to the process.
    39. 39. Future challenges to overcome
    40. 40. Future challenges to overcome • Outside of the Alumni Relations office, this innovative process could be quite difficult or unattainable. • The office is part of a very hierarchical institution—Northwestern University. • This affects accessibility • Goals outside the office may not be superordinate for all members of a cross- functional team without right leadership or mandate. • Radical innovation difficult because of the office’s position within the university.
    41. 41. Tatiana Avdjiev & Jay Mastin Process Audit MSC 515, Spring 2010 Professor Paul Leonardi Northwestern Alumni Relations Northwestern University

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