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ASSESSMENT AND SYNTHESIS
Planning Assumptions
/ Environmental Analysis
Assumptions are powerful and necessary things. Powerful because
they form the basis for planning and decision-making. Necessary
because they are the currency of consensus building. But operating
under outdated or untested assumptions can be risky. So, the
continual discovery, testing, and validation or refinement
of assumptions is just good business. Institutions need to
recognize that using valid assumptions, particularly those
about the environment in which they operate, is a prerequisite
for sound decision-making-for gaining Strategic Traction®
(focus, direction, and alignment).
Our approach combines the testing of planning assumptions
with exploration of the external and internal environments
to provide a more accurate operating picture and frame of
reference for thinking, planning, and decision-making. Our
work includes:
- Modeling outcomes derived from prevailing assumptions
- Identifying external forces and internal factors that
affect institutional performance
- Identifying faulty or key missing assumptions based on
results of environmental analysis
- Defining strategic issues and proposing a new set of related
planning assumptions
- Modeling outcomes derived from new assumptions
- Creating processes for continuing testing of old and new
assumptions
- Developing an understanding of program and capital renewal
and replacement cycles
Leveraging existing institutional knowledge, we start with
information and data produced through the normal course of
business and ongoing planning and evaluation efforts to test
declared assumptions, to extrapolate undeclared assumptions,
and to understand and uncover new assumptions from external
and internal environments. We complement those resources with
information from public data sources, and, when required,
collect primary data.
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Change Readiness
Assessment
The most important factor in successful change management
is calibrating and pacing the pursuit of change according
to institutional culture, conditions, and circumstances. Trying
to do too much too fast usually dooms the outcome. In order
to calibrate and set the pace, college and university executives
must understand the institution's capacity to absorb change
and measure change readiness.
Our approach to change readiness assessment, based on the
Strategic Traction® framework (focus, direction, alignment),
focuses on the capacity to achieve an institutional worldview,
and includes:
- Evaluating the strength, appropriateness, and effectiveness
of key factors such as:
- Mission and vision
- Values and culture
- Executive commitment
- Management philosophy and operating principles
- Accountability for strategy
- Institutional literacy
- Resource availability
- Resource allocation and equity systems
- Decision systems and support infrastructures
- Identifying gaps/vulnerabilities and impediments to change
- Defining strategies to resolve platform deficiencies,
realign the organization, redefine roles and responsibilities,
and reconfigure processes-prerequisites for effective change
Using document review, cross-functional analysis, process
evaluation, and individual and small-group interviews, we
identify the issues and develop options for change focused
on aligning resources with strategy, increasing productivity,
and enhancing individual and unit effectiveness. 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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Executive Management
/ Functional Review
Every individual who has ever had management responsibility
knows it is essential to set goals and expectations and measure
success periodically. Regular evaluation of individual and
unit performance is the hallmark of a healthy organization.
Often, the most effective approach for examining organizational
health is to bring in an objective, knowledgeable expert.
Our professionals combine experience as institutional executives
with broad exposure as consultants.
Our assessment work, an Executive Management review at the
Cabinet level or review of a single functional unit, examines
several key components of the Strategic Traction® framework
(focus, direction, and alignment):
- Mission, Vision and Goals
- Objectives and Strategies
- People and Structure
- Systems. Policies and Processes
- Resources
Through document review, data analysis, process evaluation,
visual inspection, and individual and small-group interviews
we identify staffing, infrastructure, and policy issues, and
self-imposed inefficiencies. Options for change focus on aligning
resources with strategy, increasing productivity, and enhancing
individual and unit effectiveness. 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
Assessment
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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