From Good to GREAT

1. From Good to GREAT Our Cultural and Organizational Restructuring Process Gayleen Gray Computing and Communications Services (CCS) ResNet Symposium 2008

2. The University of Guelph • Pronounced g-w-el-f • 45 minutes from Toronto • 18000 students, 6000 staff/faculty • One of Canada’s top comprehensive universities • Centralized and decentralized IT departments Gayleen Gray, University of Guelph

3. CCS • Central IT services and support on campus • Email, calendaring, web hosting, wireless, software distribution • network infrastructure, financial and HR systems, • central file services, managed desktop/labs/servers • switchboard, Help Services (phone /desk) • ResNet (we provide as a service to Student Housing) • 90 full time staff • 25 part time staff Gayleen Gray, University of Guelph

4. When We Were ‘Good’ • Dedicated and talented staff, some 30+ years • Growing list of products and services • Departments in silos • Managers ‘compete’ for resources • Top down hierarchy • Communicate on a ‘need to know’ basis • Lack of clarity on strategic directions • Mixed appreciation externally • Lessening pride and satisfaction internally Gayleen Gray, University of Guelph

5. But We WERE Good…. So why change? Gayleen Gray, University of Guelph

6. Change Came to Us • New leadership • New and growing expectations for IT • Constant budget cuts impacting resources • Strategic planning requiring focus, synergy • Requirement to lead other IT areas on campus • External opportunities tempting staff • Impending need for succession planning Gayleen Gray, University of Guelph

7. So…? How to win the race from Good to GREAT Gayleen Gray, University of Guelph

8. Management Team first • Leadership has to be on board • Revise the way we were managing • First Team approach (‘5 Dysfunctions of a Team’, Patrick Lencioni) • Need to get rid of silos and bring us together • Management Retreat to kick off our plan • Focus on culture as well as organization Gayleen Gray, University of Guelph

9. Hire a consultant • Organizational Change specialist • Gather input from the organization • Focus groups with staff • Individual interviews with staff and leadership • Interview leadership • Compile and present results/themes • Develop action plan with Management Team • Lead vision-values exercise with all Gayleen Gray, University of Guelph

10. Create Vision and Values • CCS Vision: To be the most engaged team providing the best IT Leadership of all Canadian campuses • CCS Values: • Communication - Integrity • Teamwork - Individual Leadership • Agility - Service Culture Gayleen Gray, University of Guelph

11. Implement a Training Plan For our staff: • ‘The Art of Possibility’ and ‘Radiating Possibility’ Ben & Ros Zander (http://www.grohproductions.com/) • Diversity Thinking – Whole Brain Model (Whole Brain Business Book - Ned Herrmann) • Great Presentations • Performance Development /goal setting Gayleen Gray, University of Guelph

12. Implement a Training Plan For our Management Team • Coaching Skills (management/leadership) • Enhancing Communication – Pull conversations Juice - Intelligent Energy (http://www.juiceinc.ca) • Lead Well Through Change • Performance Development – Management process Gayleen Gray, University of Guelph

13. A Communication Plan • Communication Committee • CCS Council • Forums postings • Open dialogue and advanced information • Weekly team meetings, bi-weekly org updates • Monthly coffee breaks • CIO communications • On boarding new employees Gayleen Gray, University of Guelph

14. Performance Development Process • Coaching for success • SOAR model (modified for our organization) • Goal setting for everyone in the org • Clear understanding of key responsibilities • Our CCS Values • Training to clarify the process and implement • Semester meetings to discuss progress • Ongoing process – not tied to pay Gayleen Gray, University of Guelph

15. Reorganizing for resource gains • Organizational and physical restructuring • Re-organization still underway • Strong management team (no more silos) • Focused service teams (clusters) • New layer of leadership in clusters (leads) • Transition team with leads and managers • Services, people, responsibilities changing • Hiring additional analysts Gayleen Gray, University of Guelph

16. Other initiatives • What can we stop doing • Succession planning • Organizational involvement in strategic planning (tied to U of G Integrated Plan) • Ongoing training for continued growth • Completion of transition plan • Library currently undergoing same process Gayleen Gray, University of Guelph

17. Did we win the race? Gayleen Gray, University of Guelph

18. The race is never over! Gayleen Gray, University of Guelph

19. From Good to GREAT Questions? Gayleen Gray, CCS, U of Guelph ggray@uoguelph.ca