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DESIGN AND EXECUTION
Management
Realignment
Opportunistic is a word that best describes today's successful
institution, encompassing key characteristics like dynamic,
flexible, and forward thinking. But to be opportunistic, colleges
and universities require not only strategic thinking, but
also the management environment that produces essential follow-through
behavior. For many institutions, that means management realignment-not
shifting boxes on an organization chart, but a new way of
thinking strategically about the pieces and the whole. A strategic
management approach, built on the Strategic Traction®
framework (focus, direction, and alignment), can bring about
the necessary realignment. The key elements of a Strategic
Management approach include:
- Statement of values and operating philosophy
- Sound Trustee organization, planning and assessment
- Visible accountability for strategic thinking and strategic
action
- Executive and consultative structures with clear division
of responsibility and labor
- Dynamic economic structure
- Responsive faculty governance structure
- Credible "equity" systems, including human resources,
resource allocation, space, and technology
- Regular schedule for program and process review
- Effective communication systems
- Information systems and analytical capacities enabling
management decision-making, reporting, and accountability
- Partnership and consortium management strategy
Our work centers upon adapting this strategic management
concept to clients' circumstances. We evaluate the key elements,
identify gaps and deficiencies, define the needed change agenda,
and assist the client in accomplishing the realignment to
implement a Strategic Management framework. We use a rolling
planning agenda and quarterly senior officer retreats where
quality analytical and staff work is presented, considered,
and acted on to create the desired operating rhythm.
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Process Redesign
Serve the mission—and the customer. Enhance quality—and
reduce cost. Easy to say, hard to do. Such are the contradictions
of our times. The climate of change—in market competition,
technological possibilities, societal expectation—challenges
every college and university executive. For some institutions
transformation is a prerequisite for survival. For most, it
is a prerequisite for success. The challenges for higher education
leaders are to understand that effective processes serve both
the mission and the customer, and to create the expectation
that processes should enable, not encumber action.
Our work creates the strategic context within which institutions
can frame and make process change decisions—gaining Strategic
Traction® (focus, direction, and alignment). We work
with executive leadership to select processes for redesign
based performance improvement priorities and the impact process
change can have on the institution's ability to deliver its
mission. We advise the leadership in appointing and charging
Process Redesign Teams and creating the environment for their
success. We then guide the work of the Design Teams as they
develop recommendations for change. Throughout the process,
our approach respects the client's culture and values, capitalizes
on existing institutional knowledge, and emphasizes workable
solutions.
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Technology
Specification and Selection
Information and learning technologies are major agents of
change in higher education. They conquer geography, allow
instantaneous communication, enable new on-line services,
enhance processing efficiency, and improve the quality of
planning and management data. The rapid pace of technological
development, an environment of continual change for both users
and service providers, and high service expectations all contribute
to a virtually seamless cycle of learning and adjustment.
Today, these dynamics are especially evident in the area of
administrative information systems. The effective integration
and performance of administrative systems-and those who use
and operate them-is a key indicator of institutional success-and
Strategic Traction® (focus, direction, and alignment).
Therefore, the selection of administrative software and related
hardware is among the most strategic decisions an institution
can make.
Our strategic information systems planning and solution improvement
projects are based on the development of a commonly held vision
of the institution's future and a broad understanding of the
role that information technology is intended to play in achieving
and supporting that vision-the strategic perspective needed
to gain Strategic Traction®. Our work with system assessment,
specification, and selection projects includes:
- Analysis and planning that examines technological possibilities
and determines specific functionalities and process changes
needed to achieve the institution's vision
- Assessment of system-related readiness that evaluates
an institution's ability to promote and manage change and
its capacity to support a system implementation (e.g., staffing,
skills, infrastructure)
- Identification of system integration requirements, web
strategies, database/data warehouse options, and on-going
support issues
- RFP/RFI development that presents desired future functionalities
and translates them into core specification
- Product review that explores available vendor offerings,
focusing on how a particular vendor's capabilities-and continuing
developmental efforts-will enable stakeholders to function
effectively
- Product/vendor selection assistance that not only matches
technical functionality with institutional need, but also
chooses the best long-term partner for the institution
- Contract negotiation that fully explores the initial and
ongoing economic impact of the transaction and helps clients
obtain the most favorable pricing and terms
- Project organization that establishes visible executive
sponsorship, clearly defined expectations and broad stakeholder
participation
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Operational
Plans
Developing a strategic vision is challenging. Developing a
strategic vision shared by the campus community is arduous
and requires constant reinforcing and updating. But moving
from a strategic vision to action is really hard. And this
is where most institutions fail in strategic planning. The
keys to the success of strategic planning are developing focus,
setting direction and achieving alignment-gaining Strategic
Traction®. Institutions often fall short with alignment
because they disperse responsibility for operational planning
and strategic plan implementation to the various departments,
schools or colleges. The result, frequently, is a fragmented,
uncoordinated plan.
Our work includes design of the operational planning process,
selection and training of operational planners, facilitated
implementation of the process, and support for the President
in building institutional ownership. We provide the kind of
experienced facilitation that delivers an integrated operational
plan, helping operational planners:
- Define the programs necessary to implement each strategic
plan initiative
- Develop the necessary action steps and identify the responsible
parties
- Develop a capital budget for each applicable program
- Produce a 3- to 5-year implementation budget, tying the
strategic plan to the institution's operating budget
- Identify revenue sources for capital and operating budgets
- Revise institutional financial planning models
- Develop governance and management information systems
to monitor implementation
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