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Lessons for discussion

1. New change approaches – New Technologies

There are no new approaches to institutional change management? Agree/Disagree

Answer: It may have been just these projects, but they appear to have realised that they need to be more systematic when it comes to implementing joined up systems and processes, hence we are seeing a lot more use of business process review type methodologies, the whole FSD and EA programme is influencing the approach more that we have seen in previous JISC projects. They are seeing an increased importance o f these systems flexible that are responsive to change and system that are student focussed.

2. Small process or whole institution re-design and the use existing tools for review/research or event new ones.

Institutions may now be too large and complex for whole-institution analysis and redesign. Agree/Disagree

Institutional change often involves refining, integrating data systems? A process often called business process review.

Which of the following is essential for process review?

 A. Process review should be an institutionally embedded with specialised tools, people and systems in place to manager and review any change process

 B. Process review can be effectively undertaken on an as required basis, i.e. set up the teams and tools for each individual review or change process

C. Process review is best out sourced to a third party who will do it all for you and tell you what to implement

 D. Other?

Answer: “Institutions may now be too large and complex for whole-institution analysis and redesign.” – there is certainly some truth in this but I am not sure it is  a new lesson.  One project in recommending the embedding of the principles of enterprise architecture in all future developments, the approach was to  progressively create the conditions in which strategic change decisions can be effectively made”.

Gloucestershire drew upon the literature of the methodology of business process change to provide a framework to understand the lifecycle of innovation. By working within this they could predict and handle the difficulties. Critically, it enabled them to make a rational decision between working on a re-design process or attempting a full re-engineering process.”
Business process review, large scale institutional process review is expensive, too much for an institution to handle but maybe necessary for change/innovation to move forward. However the projects produced several examples of where small focussed process review was in itself successful and productive, provided it was implemented with a framework of strategic decision making across the institution – which is what the first project sort of concluded.

3. Large Project Groups/Senior Management Lead

The use of large project teams is required to achieve institutional change.  Agree/Disagree

Answer: Several of these projects have required many parts of the institution to be engaged in the change process, from timetabling, estates, academic registry through to module designers and teaching faculties.

This leads to another lesson: the use of senior management as change agents, and top down meeting bottom up change management process (but this is nothing new).

4. Being responsive to change, seizing the day, getting out of the way

How can institutional IT managers best allow for diversity while assuring security and continuity of service?
A) By providing a single consistent high-quality interface (view) to institutional IT services?
B) By providing a basic “institutional interface” and secure feeds for consumption through other client interfaces?
C) By devolving responsibility for UIs to the periphery and focussing solely on data quality?

D) Other?
Answer: This question is about being more responsive and taking opportunities, engaging users and enabling an internal culture of “shared services” to develop. Is the institution actually a federation of micro-institutions, who share services? Or is the institution a single hierarchy which needs to  provide a single consistent “view” on its IT services for all its “clients” and staff
“A widely-used model of converting innovation into institutional change is to recognise developments which have their own energy, and bring them together in a combination which produces a useful outcome.”
Project examples include Erewhon, Asset, Steeple…picking up on latest technologies and institutional policy. Two key lessons, first to be responsive to what new developments are happening around you, knowing when to “catch the wave” that will allow you to achieve what you want in terms of institutional change. Second lesson illustrated by at least one project was to know when to simply get out of the way, and allow the change to happen, institutions can be more often fighting change that allowing it to happen – good examples are in the use of student owned technologies and social networking

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