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“ Indispensable Performance Management Strategies for the Business Officer ”

“ Indispensable Performance Management Strategies for the Business Officer ”. Tim Gilmour, President Wilkes University. Introduction. Wilkes University 3,400 FTE Students Comprehensive University—Wide Range of Programs Located in Northeastern Pennsylvania Strategic Plan Goals.

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“ Indispensable Performance Management Strategies for the Business Officer ”

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  1. “Indispensable Performance Management Strategies for the Business Officer” Tim Gilmour, President Wilkes University

  2. Introduction • Wilkes University • 3,400 FTE Students • Comprehensive University—Wide Range of Programs • Located in Northeastern Pennsylvania • Strategic Plan Goals

  3. Partnering with Sungard • Address two initiatives in which we have partnered with Sungard to enhance performance management • Development and implementation of a strategic plan for information technology • Re-engineering key student support services processes

  4. IT Strategic PlanWhere we started in 2001 • Local area network put together with bailing wire • Very uneven, inadequate deployment of equipment and software • Modest, decentralized assistance for instructional design and technology utilization

  5. IT Strategic PlanWhere we are today • Connection to internet 2 • Powerful internal network • Campus-wide wireless capability • Latest equipment

  6. IT Strategic PlanWhere we are today • Software standardization • Significant progress toward the effective implementation of Banner administrative system and campus portal • The makings of a great instructional technology support function • Early adoption of the Apple Duo Platform

  7. How did we make so much progress and how did Sungard help?

  8. IT Strategic Plan • Strategic planning process • Stretched the organization • Allowed us to think much bigger—and execute in manageable bites • Began the development of a technologically integrated educational model • Showed us how to fit hardware and software into organization • And gave us the confidence to make major investment in IT

  9. IT Strategic Plan Problems • A lack of customer-specific focus to ensure that our IT needs were met • Inadequate coordination among sub-system groups implementing Banner • Sungard staff should have provided stronger leadership for IT governance and administration

  10. IT Strategic Plan • Fact is Sungard helped us move forward much more rapidly than we could have on our own • Sungard’s planned emphasis on helping customers to achieve strategic performance goals certainly will make it even better

  11. Student ServiceCenter • Two premises • Students want convenience of one place totransact business with university • We could improve quality of service andreduce costs (single student record)

  12. Student ServiceCenter • What we did right—seized “perfect storm” opportunity • Created a new organization rather than moving four departments together (eliminated silos) • Gave selected employees “clean sheet” opportunity to redesign services to be much more focused on customer • Could move new organization into open work space increased communications • Reduced annual costs by $400,000 • Closed buildings and significantly reduced square footageand operating costs

  13. Student ServiceCenter • What we did wrong • Needed better student/faculty input—Registrar Example • Human resources issues needed to be handled more humanely • Did not have a process improvement paradigm; should have spent more time mapping and analyzing processes • Did not anticipate the degree of impact on the campus culture

  14. Student Service Center How Sungard Helped • Gave us the confidence to think big—attempt transformative change • Connected us with organizations that had undertaken such change

  15. Student Service Center How Sungard did not help • Did not provide process re-engineering assistance • Did not have sufficient focus on the outcomes we were trying to achieve with one stop transformation

  16. Performance Management Strategy • What to do • Go for the gusto — create a new organization • The customer is always right — listen to them early and often • Treat people with respect — it sends a message throughout the organization for future change

  17. Performance Management Strategy • What not to do • Neglect to use a systematic and systemic process improvement paradigm • Rush mapping and analyzing processes — it saves time in the end • Ignore deep ramifications of change

  18. It is always better to act, make mistakes,adjust and move forward than to wait forthe perfect moment.

  19. “Thank you” Tim Gilmour President, Wilkes University Joseph.Gilmour@wilkes.edu 570-408-4000

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