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Building a Solid Foundation: Four Not So "Easy" Pieces

Learn about aligning and integrating stakeholders, structure and systems, performance measures, and strategy in this workshop by Dr. John Latham, Director of The Monfort Institute.

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Building a Solid Foundation: Four Not So "Easy" Pieces

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  1. Building a Solid Foundation: Four Not So “Easy” Pieces NIST “Getting Acquainted Workshop” John Latham, PhD Director, The Monfort Institute Executive Professor of Management Quest for Excellence XXII Washington, D. C. April 11, 2010

  2. OverviewAligning and Integrating the Four Not So “Easy” Pieces • Stakeholders • Structure and Systems • Performance Measures • Strategy Getting the “DNA” Right

  3. Students Employers Colorado Taxpayers Alumni Who We Serve • Excellent Education • High Value • High-Quality Employees and Interns • Economic Growth • Revenue Base • Community Service • Degree that Increases in Value • Network for Career Advancement

  4. Traditional Model Redefining Accountability… Accrediting Body Requirements (AACSB) University (Parent Org.) Requirements Pressure/Accountability Pressure/Accountability Assurance of Excellence at College Level Pressure/Accountability Pressure/Accountability General Public Requirements Customer Requirements

  5. Partnership Model Redefining Accountability University (Parent Org.) Requirements Accrediting Body Requirements (AACSB) Partnership Partnership Assurance of Excellence at College Level Responsibility/Achievement Responsibility/Achievement Partnership Partnership Customer Requirements General Public Requirements

  6. Defining a Student-Centered Process Framework Academic, Professional Current, Relevant, Experiential, Integrative Experienced, Capable, Customer Service CURRICULUM/ EXTRACURRICULAR FACULTY STAFF Alumni Prospective Students New Recruits STUDENTS Employers FINANCIAL RESOURCES PROGRAM REPUTATION FACILITIES/ TECHNOLOGY Maintenance, Support Growth High-Quality Improving Supports Learning,Current, Matched to Industry

  7. Utilizing a Management Control System… Administrative Leadership Faculty Affairs Committee Curriculum Committee College Student Council CURRICULUM/ EXTRACURRICULAR Staff Committee FACULTY STAFF Alumni Prospective Students New Recruits STUDENTS Employers FINANCIAL RESOURCES PROGRAM REPUTATION FACILITIES/ TECHNOLOGY External Affairs Student Affairs Committee Technology Committee

  8. Utilizing a Management Control System… Administrative Leadership Faculty Affairs Committee Curriculum Committee Student Advisory Board UNC Student Rep. Council LIBRARY CURRICULUM/ EXTRACURRICULAR ACTIVITIES BoA Staff Committee ACADEMIC AFFAIRS-DEANS ADMISSIONS BoA SPEEC FACULTY STAFF BoA Alumni Office PARENTS Alumni PARENTS ProspectiveStudents STUDENTS New Recruits Employers AS&A FINANCIAL RESOURCES PROGRAM REPUTATION BoA BoA Career Services F&O FACILITIES/ TECHNOLOGY OBIA Advancement External Affairs UNC I.T. Dean of Students Technology Committee Student Affairs Committee

  9. Building an Innovative Business School—Conducting an Organizational Performance Review KPI #6: ETS (Capstone) Exam Performance? • Create a KPI/SPI set used to gauge capacities and performance results • National exams/surveys used to assure broad-based comparisons • Performance reviews across MCB committees • Utilize strong results to enhance reputation and strengthen recruiting Mission, Vision, and Values… 6 Strategic Objectives and Action Plans • Desired Criteria: • three or more data points • national comparator? • targeted goal (top 10%) High-Touch, Wide-Tech, Professional Depth Student- Centered Process Framework Out In

  10. Building an Innovative Business School—Conducting an Organizational Performance Review • Utilize a color-coded “stoplight system,” which can provide a powerful communications tool for portraying current performance to multiple stakeholder groups (internal and external) KPI Performance-Fall 2006 17 3 0

  11. Building an Innovative Business School—Conducting an Organizational Performance Review 6 CURRICULUM/ EXTRACURRICULAR ACTIVITIES 7 27 28 29 30 31 32 33 34 35 8 9 10 42 43 36 37 38 39 40 41 44 45 46 FACULTY STAFF 11 Alumni 21 22 47 48 49 20 ProspectiveStudents 17 18 19 58 1 STUDENTS 3 23 24 NewRecruits Employers 5 59 2 4 25 26 60 FINANCIAL RESOURCES 53 54 55 PROGRAM REPUTATION 16 14 15 56 57 FACILITIES/ TECHNOLOGY 12 13 50 51 52 = Key Performance Indicator(improving, same/1-yr. decline,>2-yr. decline) # = Supporting Performance Indicator (improving,same/1-yr. decline, >2-yr. decline) # Fall 2004 Data

  12. MCB Metrics Aligned with Strategy Strategic Objective #2: Maintain a High-Quality Curriculum Strategic Objective #1: Build High-Quality Student Population Strategic Objective #3: Maintain High-Quality Faculty 6 7 CURRICULUM/ EXTRACURRICULAR ACTIVITIES 11 8 9 10 FACULTY STAFF 100% of KPIs align to one of five strategic objectives. 1 5 17 ALUMNI 18 19 STUDENTS NEW 3 EMPLOYERS 20 RECRUITS 2 4 14 FINANCIAL RESOURCES PROGRAM REPUTATION 16 15 FACILITIES/ TECHNOLOGY 12 13 Strategic Objective #4: Maintain Adequate Financial Resources Strategic Objective #5: Build Program Reputation To Match Program Quality Fall 2006 Data

  13. Summary Stakeholders Structure and Systems Performance Measures Strategy

  14. Download Slides www.MonfortInstitute.org

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