Presentation on theme: "Create the Future: History Starts Now Ellen-Earle Chaffee, Ph.D. Visiting Scholar, Harvard University President Emerita, Valley City State University January."— Presentation transcript:
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
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
You Probably Need Turnaround Efficiency, financial health Adaptation: programs, markets, services, and costs Leadership and communication Or Transformation Turnaround actions PLUS Fundamental change – New mission – New business model
Turnaround Guidelines Improve quality Reduce cost Meet significant, real societal needs Through a strategic turnaround plan that is – Multi-faceted – Aggressive – Data-driven
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 0812Cwww.hbr.org
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
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
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.
Keys to Success 1.Financial reprieve 2.Board/CEO+ synergies of thought and action 3.Support: Data, advice, facilitation 4.Methods and tools 5.Confidence, discipline, communication
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
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