This document discusses challenges for faculty management in a rapidly changing environment. It identifies four main challenges: innovation, demography, technology, and wars/conflicts. It proposes using tools like the business model canvas and process modeling to address these challenges. The goal is for faculties to share knowledge through international conferences, use technology for teaching, attract both domestic and international students, and build bridges through shared activities. This will help faculties adapt, remain sustainable and effective organizations, and meet their goals in today's dynamic environment.

1. P i o t r SENKUS
PUBLIC MANAGEMENT2014 - INNOWACYJNOŚĆ W ZARZĄDZANIU ORGANIZACJAMI PUBLICZNYMI
CHALLENGES
FOR FACULTY MANAGEMENT
IN RAPIDLY CHANGING
ENVIRONMENT
Warszawa, sobota, 17 maja 2014
P i o t r Senkus
R o l a n d a s Domeika
R a s a Čingienė
J o n a s Čėsna
R o l a n d a s Bleizgys
E g i d i j u s Zvicevičius

2. P i o t r SENKUS
Input
ActionInput Output
PUBLIC MANAGEMENT2014 - INNOWACYJNOŚĆ W ZARZĄDZANIU ORGANIZACJAMI PUBLICZNYMI

3. P i o t r SENKUS
Challenge 1- Innovation
UE Innovation Index 2012
Źródło: UE, 2013

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"... The private sector and the public sector have to be
conformed to each other in a certain degree, if they not
have to strangle each other.
Today, the private sector is rushing forward at a
supersonic speed. The public sector has not even started
to load the luggage on the plane. "
Toffler A., The third wave, Bantam Book, William Morrow & Co., Inc., 1981
Alvin Toffler
Challenge 1 - Innovation

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Challenge 2 - Demography
Population Pyramid
Source: http://populationpyramid.net/

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Challenge 2 - Demography
Population Pyramid
Source: http://populationpyramid.net/

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Challenge 2 - Demography
Population Pyramid
Source: http://populationpyramid.net/

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Challenge 3 - Technology

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Challenge 3 - Technology

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Challenge 4 – Wars and conflicts

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Action
ActionInput Output
PUBLIC MANAGEMENT2014 - INNOWACYJNOŚĆ W ZARZĄDZANIU ORGANIZACJAMI PUBLICZNYMI

12. P i o t r SENKUS0
„We can't solve problems by
using the same kind of
thinking we used when we
created them”
Albert Einstein
„Key driver”

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The success path of the organization
Source: From Quality to Excellence, Department for Business, Innovation and Skills, London. 2010.

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The Business Process Canvas

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The Hierarchy of aims
Source: Senkus 2014

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The Hierarchy of aims
Source: Senkus 2014
• C01 Survival and development of the organization
• C02 Mutually beneficial relationships with
decision makers
• C03a Balanced market value
• C03b Balanced overall efficiency – for all of
the other operations that have a non-profit
character,
• C05a Sustainable budget management,
• C04 Sustainable intangible assets,
• Sustainability goals: C6 High economic efficiency,
C7 High social efficiency, C8 High environmental
efficiency),
• C9 High organizational effectiveness,
• C10 Mutually beneficial relationships with
beneficiaries/clients,
• C11 Mutually beneficial relationships with staff
(employees or officers),
• C12 mutually beneficial relationships with
management/leadership,

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The Hierarchy of aims
Source: Senkus 2014
• C13 Mutually beneficial relationships with
suppliers,
• C14 Mutually beneficial relationships with
legislators,
• C15 Mutually beneficial relationships with the
public,
• C16 Minimize the impact on the environment,
• C17 Meeting standards and optional codes,
• C18 Mutually beneficial relationships with
other stakeholders

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Tool

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Output
ActionInput Output
PUBLIC MANAGEMENT2014 - INNOWACYJNOŚĆ W ZARZĄDZANIU ORGANIZACJAMI PUBLICZNYMI

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Challenge 1- Innovation
We build and share innovations on our international conferences
Thomson Reuters ISI Web of Science since 2003
Academic Search Complete via EBSCO since 2005

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Challenge 2 – Demography
We do not only target domestic studens

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Challenge 3 – Technology
We use technology for teaching and sharing

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Challenge 4 – Wars and conflicts
With conferences and other activities we “build bridges
… to share a knowledge and build bridges to build
new open security model.
James Stavridis

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Finally make
Business Models Canvas
… thanks to Alexander Osterwalder , Yves Pigneur who have created
the idea ;)

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The Business Process Canvas
People "seeking" knowledge and challenges
Enterprises, founders of grants
Enterprises, government authorities

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The Business Process Canvas
We offer to our students developing modern fields of
study
Research
(including ordered by the industry)
Expertise and development

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The Business Process Canvas
The presence in schools
Presence on Internet portals
Mobile presence

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The Business Process Canvas
Direct realtions
Presonalized automated relations (e-mail buletins)

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The Business Process Canvas
Revenues related to the
keeping of education
(including studies funded by
the Ministry of Education)
Research grants
Revenues from expert
opinions and commercial
studies

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The Business Process Canvas
Studies of the first, second and third degree on modern
socially useful fields
Modern scientific research to stimulate innovation
country
Process Management
Internal communication
Commercialization of research

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The Business Process Canvas
Recognized scientists in the
world
Reputation
Modern research and
teaching ifrastructure
(including laboratories)

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The Business Process Canvas
Graduates
Local environment
Partner universities
Employers

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The Business Process Canvas
Maintaining a high class team
of scientists
Maintenance of infrastructure

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… and
Process modelling

35. P i o t r SENKUS
PUBLIC MANAGEMENT2014 - INNOWACYJNOŚĆ W ZARZĄDZANIU ORGANIZACJAMI PUBLICZNYMI
CHALLENGES
FOR FACULTY MANAGEMENT
IN RAPIDLY CHANGING
ENVIRONMENT
Warszawa, sobota, 17 maja 2014
P i o t r Senkus
R o l a n d a s Domeika
R a s a Čingienė
J o n a s Čėsna
R o l a n d a s Bleizgys
E g i d i j u s Zvicevičius