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Degrees of change - The Open University webinar, 3rd Feb 2016

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Degrees of change - Building change capability at the Open University
The Open University webinar
Wednesday 3rd February 2016
Presented by Jess Annison
Hosted by Martin Taylor, APM Enabling Change Specific Interest Group Chair

Published in: Business
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Degrees of change - The Open University webinar, 3rd Feb 2016

  1. 1. Degrees of change: Building change capability at the Open University Jess Annison February 2016
  2. 2. Introduction to us 2 Jan Jayes Jess Annison Louisa McLeod Paul Robertson
  3. 3. Agenda for this webinar 3 1. Introduction to the Open University (including why we need to build our change capability) 2. Our top five lessons for building change capability…. (what we’re doing, and what we’re learning from it) 3. Q & A / discussion
  4. 4. But before we start… Question: How would you describe the current maturity of your own organisation’s “change capability”? Change Management Institute’s Organisation Change Maturity Model (OCMM), www.change-management-institute.com 4 …. a quick poll to find out more about our audience Chaotic, ad-hoc, individual heroics, just starting out1. Initial 2. Repeatable 3. Defined 4. Managed 5. Optimised Capability is defined to a level that it has become standard across the business Capability has been optimised and is providing competitive advantage to the organisation Capability has matured such that it is quantitatively managed and reported against agreed metrics Capability has developed such that it is possible to repeat effectively
  5. 5. Photographs: Open University/PA; Peter Trulock/Getty Images; Peter Trulock/Getty Images; Open University 5 Think you know the Open University?
  6. 6. Photographs: Open University 6 Life-changing learning FutureLearn OpenLearn
  7. 7. 7 “What other nation in the world could have given us William Shakespeare, pork pies, Christopher Wren, Windsor Great Park, The Open University, Gardeners’ Question Time and the chocolate digestive biscuit?” Bill Bryson, author and honorary graduate of the OU Photograph: Guardian, 14 March 2015, http://static.guim.co.uk/sys-images/Books/Pix/pictures/2015/3/12/1426165840657/Bill-Bryson-009.jpg
  8. 8. We need to build our change capability Like the rest of the HE sector, we’ve been going through a period of significant change (and will be for the foreseeable future….) 8 The changing Higher Education (HE) landscape Reductions in Government funding Introduction and rise in tuition fees Students are demanding greater value Emergence of MOOCs ‘Teaching Excellence Framework’ being scoped 37% decline in UK part-time students over last five years (sector-wide) For the Open University in particular: Photographs: Open University
  9. 9. We need to build our change capability The OU has a proud tradition of innovation and pushing boundaries in distance and technology-enabled learning. But we can’t be complacent: 9 Internal factors We’re a large, complex organisation; there’s a huge amount of change going on: And we don’t always manage change as well as we should. o Strategic change o Organisational change o Incremental improvements o Disruptive change Photographs: Open University
  10. 10. The Portfolio Office’s plan… 10 How? Effective processes Forward and outward looking culture Capable and collaborative people … to improve the OU’s ability to make the right change, and make the change right Enabling systems
  11. 11. 11
  12. 12. 12 One size doesn’t fit all…
  13. 13. Tailored and proportionate project management Methodology, supported by an enterprise project management system 13 Greater consistency Greater transparency Reduced duplication Greater quality Why use the methodology and system?
  14. 14. 14 Use the resources out there
  15. 15. Looking outwards to build our people’s capability Project professionals, and those delivering projects as a secondary skill 15 • Project management competency framework • Reflection tools • Standard change job descriptions • Interview support tools • Project management learning and development ‘pathway’: • External accredited training (APM qualifications) • In-house training • Experiential learning • Mentoring and coaching • Improve our change capability • Support individuals and line managers: objective setting, appraisals, development planning • Support recruitment, and retention of great staff • Greater consistency and quality • Greater transferability within the OU in order to...
  16. 16. 16 Help people to pool their knowledge, ideas and energy
  17. 17. Shared knowledge, experiences, energy and opportunities 17 Resources, guidance, exemplars Opportunities within the OU News and updates Online discussion Annual conference Regular workshops It’s all about the community….
  18. 18. 18 Sponsors’ buy-in is key to making it ‘stick’
  19. 19. In pursuit of… value-adding assurance reports Assurance reporting to Sponsors and Executives 19 This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. 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Prog1 Prog2 Prog3 Prog4 Prog5 Prog6 CHANGE ASSURANCE REPORT January 2016 (DRAFT) AMOUNT COMMENTARY Programme Project Programme Project Project Project Project Programme RISK Key themes drawn from the information provided in this report (informed by dialogue with project teams and other stakeholders), to help VCE prioritise its discussion and response actions. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. This is dummy text for an assurance report. 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This is dummy text for an assurance report. 5 4 3 2 1 1 2 3 4 5 Likelihood Impact B A D F G C EH J I An overview of the most significant risks and issues affecting the delivery of the OU’s major change portfolio, identified through analysis of project information and assurance discussions with project teams and scored against the OU’s Risk Management framework. B A E D Risk 4. This is dummy text. H Risk 8. This is dummy text. G Risk 7. This is dummy text. F Risk 6. This is dummy text. I Risk 9. This is dummy text. J Risk 10. This is dummy text. Risk 1. This is dummy text. Risk 2. This is dummy text. Risk 5. This is dummy text. C Risk 3. This is dummy text. TIMELINE Aug - 15 Aug - 16 Now – (Jan -16) Aug - 17 Aug - 18 An overview of the most significant change projects/programmes at the OU. Identified through analysis of project information. Diagram depicts timescales, key milestones, RAG and indicative size/impact of change Aug 16: Deliverable April 16: Deliverable Jul 16: Deliverable Jan 16:Deliverable Jul 16: Deliverable Jul 18: Deliverable Feb 16: Deliverable Apr 17: Deliverable May 16: Deliverable May 16: Deliverable Jun 17: Deliverable Oct 17: Deliverable Jun 16: DeliverableApr 16: Deliverable Oct 16: Deliverable Feb 17: Deliverable Apr 16: Deliverable Oct 16: Deliverableideas to shape two modules/courses in 16J Jul 17: Deliverable Feb 17: Deliverable Oct 16: Deliverable Deliverable
  20. 20. 20 Top-down meets bottom-up
  21. 21. 21 Inspiring more ‘bottom-up’ and ‘outside-in’ improvement Changing how we change Is your change process a cathedral or a bazaar? http://www.unterstein.net/su/docs/CathBaz.pdf
  22. 22. Are we nearly there yet? 22 Photograph: http://www.freefoto.com/preview/41-23-7/American-highway-road Are we nearly there yet?
  23. 23. Q&A Do these lessons resonate with you / your organisation’s experience? If so, how are you responding to them? 23 If not, what are the challenges in your organisation?
  24. 24. Thank you for taking part. Please get in touch: jessica.annison@open.ac.uk portfolio-office@open.ac.uk @jessannison 24

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