Higher Education: Higher Education A View from Outside our Fishbowl


Presenter Bios: Presenter Bios


NCCI 2006 Annual Meeting : NCCI 2006 Annual Meeting Education for the World of 2020 Seeing Today through a Lens of the Future Paul S. Peercy, Dean UW-Madison College of Engineering


The Environment in 2020: The Environment in 2020 Rapid and accelerating pace of technological innovation The world will be intensely connected Technology in our everyday lives will be seamless, transparent, and more significant than ever People involved with, or affected by, technology will be increasingly diverse Social, cultural, political and economic forces will continue to shape and affect the success of technological innovation Source: “The Engineer of 2020” NAE


An Era of Rapid & Accelerating Change: An Era of Rapid & Accelerating Change All organizations, including Colleges and Universities must: See change as an opportunity, not as a threat Aggressively seek new opportunities and abandon less productive activities and products Form strategic alliances and re-think how to manage its “workforce” of increasingly mobile knowledge workers


Implications for Education for 2020: Implications for Education for 2020 The workforce will increasingly be knowledge-based Knowledge workers are major wealth creators and essential to the health of the enterprise Universities will increasingly use “knowledge workers” who are not their employees Partnerships will increase in importance With communication costs approaching zero, the most effective way to organize may be to ‘disintegrate’ All organizations must focus on ‘value added’


What does the Future Portend?: What does the Future Portend? The number of people in the market economy doubled overnight All developing countries recognize the importance of world-class education All are emulating the U.S. research university model All have access to the world’s accumulated knowledge through the Internet Our present educational approach is not meeting the needs of today’s students or our economy Even if it were meeting those needs, it is not sustainable


Quality of Education in the U.S.: Quality of Education in the U.S.


Great to Good?: Great to Good? “The key question facing us today here at home is this: Is America itself on the brink of going from great to good?” – Jim Collins, Author of Good to Great David Gergen, U.S. News & World Reports, June 26, 2006


What is Our “Education Roadmap?”: What is Our “Education Roadmap?” The role of information is transforming the global economy It is increasingly a human resource (knowledge) economy Information Technology is spreading freedom and democracy It is transferring power from central authorities to the people The IT industry established and regularly updates a 15 year “Roadmap” for semiconductor technology What is our “Roadmap” for higher education?


Potential Questions for Discussion : Potential Questions for Discussion How do we provide high-quality education to the same or a larger number of students with a decreased level of funding? What are obstacles to increasing educational productivity? How do we set priorities? What process do we use to determine if we can afford to add a program if there is no new funding? What processes are used for deciding which programs / activities to discontinue and for implementing the decision? How do we develop a “financial plan” for education and the campus?


Slide14: Your thoughts and comments?


NCCI 2006 Annual Meeting : NCCI 2006 Annual Meeting The Speed of Change & Rising Competition Requires: Transformational Change (Excellence & Innovation in everything we do) Matt Larson University of Minnesota – Office of the President Transformational Change Leader


Current Trends:: Current Trends: Loss of revenues (e.g. Federal funding declines) Competition for intellectual talent rising sharply Technological advancements allowing for disruptive technologies that challenge traditional education delivery models Moving relatively quickly from information economy to knowledge economy to an innovation economy Definition: “The continuous creation of new ideas and their application as value-adding marketable goods and services.” Many organizations providing education directly to their employees for immediate value creation


Executing Strategy: Executing Strategy An Approach Overview: Performance Excellence Framework


The Pursuit of Performance Excellence at the Univ of MN: Portfolios of process improvement projects will help drive achievement of University’s Strategic Positioning goals The Pursuit of Performance Excellence at the Univ of MN Operationalize University’s Strategic Positioning efforts of Transformational Change Differentiate U of MN within the Higher Education Marketplace Accelerate Benefit(s) Realization Realize tangible results in 5-7 months per project Create and sustain performance improvement over the long-term Disseminate improvement throughout the organization Teams act as agents of change Improve Faculty, Student and Staff Satisfaction and Loyalty Create common language for problem solving Actively develop Univ leaders of tomorrow with critical skills in change management & successful project application


How is this Approach Different?: How is this Approach Different? An extensive focus on requirements of people served Direct link to University strategy and financial results Required commitment of top leadership up-front and continuously through implementation Projects that deliver bottom line results in a short time Disciplined improvement framework based on measurement and analysis Dedicated team leaders who are extensively trained in process improvement, change mgmt, statistical thinking, as well as team and project skills The integration of systematic process improvement thinking into the University Controlling performance improvements over long-term


What is the value? Lead strategic process improvement projects: What is the value? Lead strategic process improvement projects An opportunity to execute process improvement techniques that drive performance improvement, financial results, and achievement of UofM strategic objectives such as: Satisfaction & Retention Improvement Students Faculty Staff Other University Constituents Productivity Improvement Innovation Revenue Growth Cost Reduction


Selecting the Right People: Needed: University’s Current & Future Leaders Selecting the Right People The effectiveness of the Performance Excellence effort will be directly related to the people we choose for key roles The Performance Excellence approach is a cultural change as much as it is a method for process change & executing improved performance Successful change requires strong leadership


Who are potential team leaders? Team Leader Candidate Profile: Who are potential team leaders? Team Leader Candidate Profile Leadership potential Analytical skills Process orientation Facilitation & coaching skills Interpersonal skills Change agent Team building skills Results orientated & proactive Strong communication skills Collaborative


Tactical Overview of Team Leader Role: Tactical Overview of Team Leader Role 3 weeks of training 20% time leading strategic process improvement project(s) over 18 month commitment Work for executive project sponsor Receive coaching/mentoring from OSCI & Project Sponsor Lead project team through implementation & control of solution(s) Deliver improved results to University & its constituents


Performance Excellence Framework Is … : A systematic approach to achieving improved University results Performance Excellence Framework Is … Initiating the right projects – linked to University goals Involving the right people Using the right methods Receiving the right support Getting the right results Breakthrough results Process and financial Sustained into the future


Performance Excellence Framework Is … (continued): Helping people through: Performance Excellence Framework Is … (continued) Focus on “who” is being served Focus on improving process performance Common language to problem solve = DMAIC (Define, Measure, Analyze, Improve, Control) Process thinking Everything is part of a process Variation exists in all processes Data-based decisions Idea and Data Management tools Statistical approaches Focus on the critical few variables Focus on executing to achieve Improved higher education results


Simple Approach: Sustain the Gains Created Select the Right Projects (Strategic Leadership Support) Select and Train the Right People Develop and Implement Improvement Plans/projects Manage for Excellence throughout University Simple Approach Entire Approach Requires Strong Executive Leadership Support


United States Military: United States Military Designed for Change Ron Coley Associate Vice Chancellor Business and Administrative Services at the University of California, Berkeley


United States Military: United States Military World Wars to Cold War to War on Terrorism Misconception – hierarchical to a fault Actual conception: Leadership focused Task organized Flatten at a moment’s notice


United States Military: United States Military Designing for Change Visioning for Change Organizing for Change Staffing for Change


United States Military: United States Military Visioning for Change Clarity of mission and values Establish a core identity Nurture the culture Capability-based organization


United States Military: United States Military Organizing for Change Task Organize Contingency planning Experiment obsessively Find the essence 70% solution


United States Military: United States Military Staffing for Change Recruitment and selection Develop skills and knowledge of every Marine Every Marine a leader Every Marine a rifleman Cross train Authority on demand Succession planning Reward failure


United States Military: United States Military Resources for Building Capacity for Organizational Change Applicable to the military, business and higher education!


United States Military: United States Military Resources: The World is Flat: A Brief History of the Twenty-first Century Thomas L. Friedman and Oliver Wyman Honoring the Trust: Quality and Cost Containment in Higher Education William F. Massy Corps Business: The 30 Management Principles of the U.S. Marines David H. Freedman Built to Last: Successful Habits of Visionary Companies Jim Collins and Jerry I. Porras Good to Great: Why Some Companies Make the Leap…and Others Don’t Jim Collins Good to Great and the Social Sectors: A Monograph to Accompany Good to Great Jim Collins