1 / 10

Create the Future: History Starts Now

Join Ellen-Earle Chaffee, Ph.D., as she discusses strategic change in higher education and the need for turnaround or transformation. Learn how to improve quality, reduce cost, and meet significant societal needs through a multi-faceted, aggressive, and data-driven plan. Discover the essentials of vision and plan, as well as the keys to success and the support, methods, and tools available.

malissat
Download Presentation

Create the Future: History Starts Now

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Create the Future: History Starts Now Ellen-Earle Chaffee, Ph.D. Visiting Scholar, Harvard University President Emerita, Valley City State University January 2009 Webinar pm Strategic Change in Higher Education

  2. Face the Monster: What Do You Need? • Retrenchment • Minimize damage until better times • Turnaround • Times were tough before; we need change • Transformation • This is it; we want/need reinvention

  3. You Probably Need Turnaround Or Transformation Turnaround actions PLUS Fundamental change New mission New business model • Efficiency, financial health • Adaptation: programs, markets, services, and costs • Leadership and communication

  4. Turnaround Guidelines • Improve quality • Reduce cost • Meet significant, real societal needs • Through a strategic turnaround plan that is • Multi-faceted • Aggressive • Data-driven

  5. Transformation Guidelines • Turnaround guidelines PLUS • Challenge fundamental assumptions and modes of operation • Re-evaluate the “job to be done,” how strengths could deploy better to meet needs • New learners, methods, schedules, incentives, teaching strategies, financial resources, human resources, prices, …. “Reinventing Your Business Model” by Mark W. Johnson, Clayton M. Christensen, and Henning Kagermann. Harvard Business Review December 2008 www.hbr.org reprint 0812C

  6. Consider Transformation If: • Exciting and important opportunities are on your doorstep (they ARE) • Visionary leadership with strong support OR chronically poor institutional “health” • Venture capital can be found

  7. Essentials: VISION and PLAN • Where you’ll be in 3-5 years • Measureable results to define it • Deep understanding & acceptance of what it will take to get there • Strategic plan: innovations and change strategies, business case, aimed at results • Process for monitoring & correcting

  8. Balanced Scorecard:Measurable Results Categories • Financial stability and strength • Quality, client perspective • Business processes, operational efficiencies • Learning and growth Robert S. Kaplan and David P. Norton, The Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press, 1996.

  9. Keys to Success • Financial reprieve • Board/CEO+ synergies of thought and action • Support: Data, advice, facilitation • Methods and tools • Confidence, discipline, communication

  10. Support, Methods, Tools • Expertise (people, books, articles, research) : quality and process improvement, cost containment, turnaround, metrics, strategic planning, crisis communication, change management • Methods and Tools: balanced scorecard, alignment, process redesign, strategic planning, enterprise software, instructional technologies, outsourcing, partnering, planning retreat, annual goals, performance reviews, incentive systems

More Related