This document summarizes a presentation about improving governance at higher education institutions. It discusses how a lack of governance can lead to inefficiencies, poor prioritization and decision making. The presentation provides research on the benefits of governance, such as improved transparency, accountability and culture. It identifies signs of dysfunctional governance like failing to meet goals and reactive behaviors. A self-assessment maturity model is provided to evaluate governance capabilities. The presentation outlines strategies for effective governance around decisions, strategic planning, communications, policies and collaboration. It discusses overcoming barriers to change and provides outcomes of high performing governance such as better alignment, priority setting and resource allocation.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
TetraPak Develops Change Management SkillsBrad Power
Packaging company TetraPak responded to increasing change by developing one common approach to change management, then rolled out training and deployed transformation experts. How do you build change skills in your organization?
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
TetraPak Develops Change Management SkillsBrad Power
Packaging company TetraPak responded to increasing change by developing one common approach to change management, then rolled out training and deployed transformation experts. How do you build change skills in your organization?
Communication Plan for Pearson Education as part of an ongoing learning team project to promote organizational change within the company. Completed as part of a graduate assignment with the University of Phoenix.
A presentation at the Outcomes, Value & Impact: Metrics for Library Success workshop at the University of Southern California, October 1st & 2nd discussing how performance measures can be used in conjunction with management frameworks to demonstrate organizational effectiveness
The Stakeholder Engagement tool helps ensure that the appropriate stakeholders in decision processes have been identified and involved.
Tool: https://www.cpc.unc.edu/measure/publications/ms-11-46-e
Webinar Recording: http://universityofnc.adobeconnect.com/p99y8bhnosx/
Design for complexity, using evaluative methodsAnn Larson
Programs can be designed to be more likely to be effective in producing positive change in settings that can be characterized as complex adaptive systems. This presentation describes what we already know about what makes programs more likely to be successful in changing behaviour. Next, it explores the organizational blind spots and human nature which prevent us from making better designs. Finally, it shows how evaluators can guide better program design using standard and emerging methods.
The study of Pepsi Co need for organizational diagnosis and design to reduce marketing to children. Organizational diagnosis and design uses change management, tipping points, marketing, Business Case and Discovery, strategic grouping, transitioning, and talent and leadership.
Organizational Change Management (OCM) is a strategic framework on how to manage change. Discover the challenges companies experience during business transformations and get tips and advice for how to successfully execute an initiative. Learn how to effectively drive change within your organization and how changes in technologies, structure, processes and culture should be managed and prepared for ahead of a major transformation initiative. Presented during a GTRI webinar on October 13, 2016.
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l
Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.
Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.
The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.
One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.
Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.
Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.
Communication Plan for Pearson Education as part of an ongoing learning team project to promote organizational change within the company. Completed as part of a graduate assignment with the University of Phoenix.
A presentation at the Outcomes, Value & Impact: Metrics for Library Success workshop at the University of Southern California, October 1st & 2nd discussing how performance measures can be used in conjunction with management frameworks to demonstrate organizational effectiveness
The Stakeholder Engagement tool helps ensure that the appropriate stakeholders in decision processes have been identified and involved.
Tool: https://www.cpc.unc.edu/measure/publications/ms-11-46-e
Webinar Recording: http://universityofnc.adobeconnect.com/p99y8bhnosx/
Design for complexity, using evaluative methodsAnn Larson
Programs can be designed to be more likely to be effective in producing positive change in settings that can be characterized as complex adaptive systems. This presentation describes what we already know about what makes programs more likely to be successful in changing behaviour. Next, it explores the organizational blind spots and human nature which prevent us from making better designs. Finally, it shows how evaluators can guide better program design using standard and emerging methods.
The study of Pepsi Co need for organizational diagnosis and design to reduce marketing to children. Organizational diagnosis and design uses change management, tipping points, marketing, Business Case and Discovery, strategic grouping, transitioning, and talent and leadership.
Organizational Change Management (OCM) is a strategic framework on how to manage change. Discover the challenges companies experience during business transformations and get tips and advice for how to successfully execute an initiative. Learn how to effectively drive change within your organization and how changes in technologies, structure, processes and culture should be managed and prepared for ahead of a major transformation initiative. Presented during a GTRI webinar on October 13, 2016.
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l
Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.
Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.
The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.
One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.
Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.
Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.
This session considered the role of leadership in managing organisations and delivering on a strategy which may need revision and change. In times of crisis, it is strong and effective leadership that solves the challenges facing their organisations. Effective communication throughout the organisation with the right ‘tone from the top’ helps build a strong culture, empower the team and bring about effective change. It is more important than ever that you have the right governance processes and structures in place. We will challenge you to look at your organisation and assess your strengths and weaknesses and how you may need to change.
Leading Learning to Create Economic Power and Value
By continuously learning, faster than competitors, and applying the right strategies at the right times, organizations have a sustainable competitive advantage. To create such a climate, leaders must ask themselves a serious question: “How can I dramatically increase my organization’s ability to learn?”
New Berlin Information Technology Planning Procesststephens
PowerPoint created by The Stephens Group for the New Berlin School District on the planning process that will be used to create their information technology plan.
Slides from an Executive Masterclass I taught (with support from incredible guest lecturers) at Ta'atheer 2017, the Middle East, North Africa CSR and Social Impact Summit. The one-day program gave participants a quick dive into theory, practice and application of strategic CSR Impact Measurement and Management
.
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LinkedIn Author Page http://bit.ly/Wayne-LinkedIn
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Building a district system of support for academiesNAFCareerAcads
This workshop—designed for district leadership—will provide a framework for building a
district system of support so that academies at school sites thrive. Participants will hear
about leadership, equity, pathway design and quality, system alignment and operations
with attention given to the development of a broad-based coalition.
Evaluation serves two main purposes: accountability and learning. Development agencies have tended to prioritize the first, and given responsibility for that to centralized units. But evaluation for learning is the area where observers find the greatest need today and tomorrow. A learning approach to evaluation looks to designing evaluation with learning in mind.
Managing for Quality Session 5: Youth-Centered Assessment and Continuous Impr...
Governing the Chaos
1. Governing the Chaos
Presented by: Becky Weaver,
Ellucian, Management Consulting
Wednesday October 14, 2015 1:30 PM
Course ID W9.1
2. Introduction
Institutions of higher education institutions often suffer
from having too much to do with too few resources.
This is complicated by difficulties in prioritizing the
work. As a result the people we serve are unhappy
with the time to complete a task. At times policy (or
lack thereof) gets in the way of efficient work
processes. Often morale and customer satisfaction
may suffer from these and other challenges.
Operational and Enterprise governance can help to
address these issues, and yet this kind of governance
is often a weakness in our institutional capability.
CoHEsion Summit 2
3. Benefits: An Understanding of …
This session is designed to help attendees identify
the opportunities for institutional improvement
through better governance practices.
This session will also offer some ideas and tools to
help bring better operational governance practices
to the institution.
CoHEsion Summit 3
4. Agenda
• The Need for Governance
• Ellucian’s Research on Governance
• A Brief Governance Assessment
• Improving Governance at Your Institution
6. What is Operational Governance?
Operational Governance is the organizational
structure and supporting processes that help your
institution achieve optimal performance and make
continuous improvements. It can help you:
– Translate your strategic plans into measurable actions
– Align resources, initiatives, and goals to improve
efficiency
– Foresee and address challenges
7. What is Enterprise
Governance?
Enterprise Governance is based on three
interrelated components: board governance,
shared governance with faculty, and operational
governance executed at the cabinet level. It can
help you:
• Set priorities and define responsibilities
• Make informed decisions and create a more
collaborative campus
• Integrate various processes and strategies
8. “The Chaos”
When will my project
get done?
Initiative Du Jour!
My dog’s Agile,
does that help you?
Please wait for the next
available…
I’m not accountable
for that, are you?
What plan?She said we were doing that?
What strategy?
Who made that
decision?How did that
become a
priority? Just add it to the
backlog, please
This stakeholder didn’t
agree to that
It’s IT’s fault
Collaborate?
Can I get more
resources?
11. Governance Research Participants
President Joanne Jaeger Tomblin
Community College 2,000 Students
President Dr. Dale K. Nesbary
Community College 5,300 Students
Vice Chancellor of Academic Affairs
Laurien Alexandre
and
Chancellor Felice Nudelman
Private 5 Campuses in 4 States
Vice President of Business and
Fiscal Affairs
Mark Polatajko
Public Research 17,800 Students
Associate Vice President of
Student Life
W. Wayne Young, Jr.
Private University 7,730 Students
Vice President of Information
Technology
TJ Rains
Private University 6,300 Students
12. Value of Governance –
Decision Making
12
• Ensures transparency and understanding
• Stakeholder participation in decision-making
where appropriate
• Stakeholder perceptions that the process is
clear, participatory, effective, fair, and
transparent
13. • Shared responsibility for results
• Appropriate allocation of resources
• Alignment of campus efforts and resources
• Shared strategic goals
• Goals are developed collaboratively
Value of Governance –
Accountability
14. • Collegial partnerships among key leaders and
constituents
• Engaged and committed stakeholders
• Effective communication, partnerships, and
cooperation
• Indirect impact on Student Engagement and
Success
Value of Governance –
Culture
15. Governance Outcomes
15
• Resources are aligned in support of the
institutional goals
• Goals are better understood by stakeholders
• Institution is agile, responsive to prevailing trends,
legislation and other cultural forces
• KPIs are met, processes function with less
‘friction’
• Goals are attained!
16. Dysfunction Red Flags
16
Behaviors
• Lack of clarity around strategic goals
• Poor alignment between business units and
institutional goals
• Reactive behaviors, poor execution
• Poor or non-existent communication among
stakeholders
17. Dysfunction Red Flags
Outcomes
• Projects are incomplete, abandoned, or poorly
implemented
• Blaming or lack of acceptance of responsibility
between business units when issues arise
• Failure to meet budgets
18. Dysfunction Red Flags
18
Impact
• Declining morale, increased complacency
• Lines (humans), system failures, incorrect
data, unhappy students and parents
• Negative impact to the brand resulting in
declining enrollment
20. How Do We Stop the Chaos?
The Value & Power of Governance
Strategic Planning &
Execution Monitoring
Decision Making
Transparency
Performance Metrics
Communication
Management
Collaboration
Student
Affairs
Admin
IT
AcademicFinance
21. Supporting Strategies for Effective
Governance
21
• Foster an environment where decisions, priorities, and
strategies endeavor to reflect the broad interests of the
institution
• Foster a process of decision-making through consensus
• Empower decision-making at the local level while clarifying
the decisions to be made on the institutional level
• Establish clear communication channels
• Strive to ensure accuracy and reliability of student data
• Leverage institutional data in decision-making
22. Governance Maturity
Self Assessment
Decisions Is there a documented process on how initiatives/projects get prioritized and resourced?
Is there a set of standard criteria leveraged to weigh initiatives competing for resources to drive
prioritization?
Is there clear ownership around who makes decisions?
Strategic
Planning
Is the strategic planning process documented and transparent across the institution?
Is it clear on how anyone can provide input to influence the strategic planning process?
Is there clarity on who owns monitoring the execution and achievement of the strategic plan?
Is there a governance charter in place?
Communi
cations
Are there tools / technology consistently used to communicate priorities, decisions, and status?
Do you consistently communicate decisions?
Is there clear ownership around who delivers communications, when, how, why, in what form?
Policy Are your policies consistently documented and published to the institution and/or business unit?
Do you review policies on a periodic basis to ensure they keep pace with the institution?
Do you review practices in the institution periodically with an eye towards establishing policy?
Collaborat
ion
Are individual unit strategies and initiatives aligned with each other and with the institution’s?
Do stakeholders perceive they are valued contributors to the decision-making process?
Do faculty, staff, and administrators work together to solve problems and achieve goals?
Are students part of collaborations?
Metrics Is there an institution wide strategic planning dashboard that is transparent and stays updated on
progress towards achieving the strategic plan?
Is there a clear and agreed-upon definition of success for each goal and objective?
Are stakeholders able to access reliable and timely data to make effective decisions?
23. Ellucian Governance
Maturity Model
Nonexistent Beginning Low Performing Progressing High Performing
Decision Making Individuals
making and
enacting
decisions
Individuals
units making
decisions
Some decisions
made with input
from more than one
functional area
Governing body
meets periodically
to make key
decisions
Decisions are facilitated through regular
meetings of governing bodies, garnering
input from across all areas and ensuring
alignment with institutional goals
Strategic
Planning
Exclusive Somewhat
Inclusive
Somewhat inclusive
with some link to
Business
Intelligence
Inclusive planning
process but lacks
mechanism to
track execution
success
Inclusive, sets measurable objectives and
tracks success
Communication Communicatio
n is all but
nonexistent
Communicat
ion is
inconsistent
Communication is
consistent but low
tech and ineffective
Systematic
communication
and somewhat
effective
Communication is systematic and
automated with clear governance policies
to ensure information is disseminated in a
timely fashion but not to the detriment of the
recipients
Policy Policies are
dated or non-
existent
Policies are
dated and
incomplete
Policies are dated
but complete
Policies are more
consistent and
sometimes
reviewed for
currency
Policies are up to date and complete with
set practice for review and maintenance
Collaboration Inconceivable Inconsistent,
sporadic
Consistent but not
yet inclusive
enough
Inclusive but not
yet strategic
Inclusive, strategic in the work
accomplished
Performance
Metrics
None Beginning to
understand
the
usefulness
Some reports and
analysis occurring,
beginning work
toward KPIs
Some KPIs in
place, analysis
performed
Dashboards and KPIs in use across many
of the exec leadership. Forecasting is a part
of the strategic planning inputs.
Longitudinal database leveraged for key
decision making.
25. Barriers to Implementing Better
Governance Practices?
Leader/Manager or Subordinate the
barriers tend to be the same.
• Fear
• Complacency
• Unsupportive Leadership
• Lack of Collaboration and Cooperation
The real barrier is our own failure to
plan, make the case, and be persistent.
26. Stay the
Same
Lead the
Change
Why go to all this trouble?
• Low performance
goals can lead to a
perception that
everything is ‘fine’
• Overcoming inertia
caused by a
perception of the
‘fineness’ of things is
incredibly difficult
27. 1. Validate your idea
2. Plan your approach
3. Make your case
4. Lead with best
practices
5. Persist
Phases to Leading Substantive
Changes in Governance
28. 1. Start with the problem
2. Understand the barriers
3. Devise solutions to the barriers
4. Assume the best in others, assume the need
for education not defeat
5. Learn what motivates your opposition
6. Gain buy-in
7. Regardless of the state of your relationship,
following a logical process will yield results.
Planning Your Approach
29. Creating a Sense of Urgency and
a Vision
“You never want a serious crisis to
go to waste.”
30. • The Problem
• The Solution
• Options/Concepts for
Implementation
• Supporting Data
• Estimates
• Assumptions, Risks,
Reasons to Go For It!
Make Your Case
Create a logically structured case that includes:
31. • Respect the autonomy of each player
• Share a commitment to communicate and engage
• Remain biased towards action
• Lead with explicit statements and actions and
establish clear expectations
• Ensure that the team is focused on the most
important issues and priorities
• Build constructive partnerships
• Remember governance is “a work in progress”
Lead with Best Practices
32. • The easiest step to understand, the hardest to do
• Being judged or turned down erodes confidence
• You will encounter resistance so prepare
• Be flexible, even part of your idea moving forward is a
win
Flex & Persist
33. Outcomes of High Performing
Governance
• Closer alignment of daily operations with the strategic
plan
• Better institutional priority setting, decision
making, action planning, and execution
• Better benchmarks for assessing institutional progress
and outcomes
• An ethos of collaboration and cooperation
• Better cross-campus communication
• Better allocation of resources
35. • Provide visibility into opportunities to improve
governance
• Provide background information, compelling
reasons to make the case for improvement
• Provide some mechanisms and encouragement
to pursue improvement
Summary of Outcomes from this
Presentation
