1. Irish Universities HR Conference “Leadership Through Change” DCU, 3 November 2005 Mr. Dermot McCarthy Secretary General Department of the Taoiseach

2. Leading change The work of leaders has two dimensions: The work of leaders has two dimensions: “Operational dimension” which Kotter (1990) described as coping with complexity. “Operational dimension” which Kotter (1990) described as coping with complexity. More critical dimension is “leading change” More critical dimension is “leading change” Strategy literature talks about attending to core business model while innovating to remain aligned with dynamic external environment. Strategy literature talks about attending to core business model while innovating to remain aligned with dynamic external environment.

3. Dynamics at Third Level Challenging agenda for Universities Challenging agenda for Universities Quality: evaluation culture; role of international benchmarks; individualised teaching and learning;. Quality: evaluation culture; role of international benchmarks; individualised teaching and learning;. Equity: drop-out rate; inclusion of migrants and minorities; Equity: drop-out rate; inclusion of migrants and minorities; Lifelong learning and the employment challenge Lifelong learning and the employment challenge Higher education in a globalising world: qualifications framework; the Bologna Process; quality evaluation and assurance; financing; research capacity and funding; higher education competitiveness; Higher education in a globalising world: qualifications framework; the Bologna Process; quality evaluation and assurance; financing; research capacity and funding; higher education competitiveness; innovation and intellectual capital; co-operation with private sector and higher education institutions innovation and intellectual capital; co-operation with private sector and higher education institutions

4. Human resources crucial “One of the toughest tasks for leaders in effecting change is mobilising people throughout the organisation to do adaptive work” (Heifetz and Laurie, 1997) “One of the toughest tasks for leaders in effecting change is mobilising people throughout the organisation to do adaptive work” (Heifetz and Laurie, 1997) “Solutions to adaptive challenges reside not in the executive suite but in the collective intelligence of employees at all levels, who need to use one another as resources, often across boundaries, and learn their way to those solutions”. (Heifitz and Laurie, 1997) “Solutions to adaptive challenges reside not in the executive suite but in the collective intelligence of employees at all levels, who need to use one another as resources, often across boundaries, and learn their way to those solutions”. (Heifitz and Laurie, 1997)References Heifitz RA and Laurie DL (1997) The work of leadership HBR Jan/Feb 1997. Kotter, JP (1990) What leaders really do, HBR, May /Jun 1990.

5. Momentum of Change National EconomicInstitutional RegionalSocialProfessional CommunityCulturalPersonal FamilyDemographic

6. Sources of Change Technology Technology Ideas Ideas Values Values Expectations Expectations Demography Demography

7. Direction of Change Goal-driven Goal-driven Reactive Reactive Convergent Convergent Organic Organic

8. Experience of Change Managed and Continuous Managed and Continuous Disjointed and Discontinuous Disjointed and Discontinuous Enlarged possibilities Enlarged possibilities Defence of threatened status Defence of threatened status

9. Ireland – a Case Study I Periphery to ‘Core’ economy Periphery to ‘Core’ economy Supplier of labour and commodities Supplier of labour and commodities INTEGRATED INTO ADVANCED GLOBAL ECONOMY Leveraging soft power for international influence Leveraging soft power for international influence

10. Ireland – A Case Study II Consistant policy framework devised Consistant policy framework devised Regulation as a source of competitive advantage Regulation as a source of competitive advantage Strategic approach to growth poles Strategic approach to growth poles New partnership mechanisms innovated to underpin change New partnership mechanisms innovated to underpin change

11. Delivering Better Government - 1996 Support Government in national development Support Government in national development More effective use of resources More effective use of resources Quality service to customers Quality service to customers Civil Service: high performance, open and flexible organisation with the highest standards of integrity, equity, impartiality and accountability

12. SMI Achievements Better information and financial systems Better information and financial systems Performance management Performance management Legislation for “hardwiring” change Legislation for “hardwiring” change Better Regulation Better Regulation Expenditure management Expenditure management

13. Sectoral Developments Better Local Government – 1996 Better Local Government – 1996 White Paper on Defence White Paper on Defence SMI in An Garda Siochana SMI in An Garda Siochana Health Service Executive Health Service Executive

14. International Trends Open Government Open Government Enhancing performance Enhancing performance Modernising accountability and control Modernising accountability and control Reallocation and restructuring Reallocation and restructuring Market-type mechanisms Market-type mechanisms Modernising public employment Modernising public employment

15. Strategic Options Maintain Maintain Modernise Modernise Marketise Marketise Minimise Minimise

16. Public Service of the Future More complex environment and policy issues More complex environment and policy issues Cross-cutting and joined-up Cross-cutting and joined-up Developmental Welfare State requires network leadership Developmental Welfare State requires network leadership

17. Public Service Skills Develop people Develop people Recruit more widely Recruit more widely See the public service as a whole See the public service as a whole Professionalise skill deployment Professionalise skill deployment Plan to develop leadership talent Plan to develop leadership talent

18. Leadership v Management (after Kotter) Coping with complexity v change Coping with complexity v change Planning and budgeting v setting direction Planning and budgeting v setting direction Organising and staffing v aligning people Organising and staffing v aligning people Controlling and problem solving v motivating and inspiring Controlling and problem solving v motivating and inspiring

19. Transformation Errors - insufficient urgency- empowering others - inadequate guiding coalition- short-term issues - vision and strategy- consolidating gain - communicating a change vision- institutionalise new approaches

20. Universities and Change Key instrument of social learning Key instrument of social learning Source of values, understanding, artistic expression and a vibrant civic culture – as well as “activating knowledge” Source of values, understanding, artistic expression and a vibrant civic culture – as well as “activating knowledge” Independent and critical thinking – not management consultants Independent and critical thinking – not management consultants Demonstrate value to all stakeholders Demonstrate value to all stakeholders - students (and parents)- industry and enterprise - government - opinion formers