Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Or update 1.09


Published on

Published in: Business
  • Be the first to comment

  • Be the first to like this

Or update 1.09

  1. 1. Office of Research iSTAR Initiative Update Debbie Flores 2/2009
  2. 2. iSTAR <ul><li>iSTAR. In 2007, the Office of Research launched a unit-wide strategic and organizational improvement effort called iSTAR (“Improving Services to Advance Research”) in order to transform our climate, processes, service, and interactions with our process partners and key stakeholders </li></ul><ul><li>The anticipated outcomes of these efforts are to increase service to researchers and their support staff; to increase efficiencies within OR; and to ensure that OR is providing a working climate that is respectful and supportive to staff, and offers staff development opportunities as possible </li></ul>
  3. 3. <ul><li>“ You have to get at ground truth before you can turn anything around” </li></ul><ul><li>-FIERCE CONVERSATIONS </li></ul>
  4. 4. Survey & Focus Groups <ul><li>Gave a voice to our staff and stakeholders in a safe place </li></ul><ul><li>Provided us an opportunity to examine everyone’s truth </li></ul><ul><li>Obtained insights into our organization and ourselves, as leaders </li></ul><ul><li>Provided us with a baseline from which to begin cultural change and process improvement </li></ul>
  5. 5. Mission * Vision * Values Organization Goals OSP HSD ORIS OR Central Office of Research Building organizational framework Fruit = Products & Services Leaves = Unit Goals Branches = Units of the same organization Trunk = Organizational Goals Roots = Mission, Vision, Values Unit Goals Products & Services
  6. 7. Broadened our landscape <ul><li>Recognized process partners and stakeholders </li></ul><ul><li>In some cases, began to build working relationships for the first time </li></ul><ul><li>Understood that we need accountability at all levels internally and externally to our process partners and stakeholders </li></ul>
  7. 8. Turning Vision into Reality Improving Organizational Effectiveness <ul><li>Organizational cultural change </li></ul><ul><li>Measuring products & services </li></ul><ul><li>Improving processes </li></ul>The Office of Research will create an outstanding climate of support for University of Washington researchers, broadly enabling stellar research advances.
  8. 9. What we are working on now <ul><li>Organizational Climate </li></ul><ul><li>Establishing Culture, Norms, Values through: </li></ul><ul><li>Leadership & staff development </li></ul><ul><li>Employee preparation & commitment </li></ul><ul><li>Change management </li></ul><ul><li>Customer Service </li></ul><ul><li>Employee performance </li></ul><ul><li>Employee recognition </li></ul><ul><li>Process </li></ul><ul><li>Improvement </li></ul><ul><li>Strategy & process </li></ul><ul><li>Prioritize projects </li></ul><ul><li>Apply project management elements as applicable </li></ul><ul><li>Involve appropriate groups and individuals </li></ul><ul><li>Metrics </li></ul><ul><li>Various measurements: </li></ul><ul><li>Organizational & performance metrics </li></ul><ul><li>Operational metrics </li></ul><ul><li>Technological metrics </li></ul><ul><li>Business process metrics </li></ul><ul><li>Business value metrics </li></ul><ul><li>Compliance Metrics </li></ul><ul><li>Satisfaction Metrics </li></ul>
  9. 10. Judith Hale of Hale Associates
  10. 11. Metrics By Zach Gemignani July 1, 2007
  11. 12. A few next steps <ul><li>Identify metrics and a way to communicate them with staff and campus </li></ul><ul><li>Prioritize process improvement projects </li></ul><ul><li>Identify ways to constantly reinforce the organizational culture we want (reward particular behaviors, take care of problems, set employee expectations, allow for collaboration) </li></ul><ul><li>Communicate with campus </li></ul>