john burke & steve bailey developing & implementing your strategy a practical approach
TRANSCRIPT
John Burke & Steve Bailey
Developing & Implementing your
Strategy
A Practical Approach
Aims of Today’s Event
Introduce the JISC infoNet service and the JISC Advance family
Provide an overview of the structure and content of the Strategy infoKit
Consider some of the fundamental issues associated with developing and writing strategy
Consider some implications for the ILT Strategy
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What do we Mean by ‘Strategy’?
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Strategy
1.the art of war
2.the management of an army in a campaign
3.a plan of action or policy in business or politics etc
- The Oxford English Dictionary
What do we Mean by ‘Strategic Planning’?
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In Essence…
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Defining your objectives
Ensuring your decisions & actions help realise them
Knowing if and when you achieve them
A Strategic Framework
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Mission Mission statementstatement
Vision Vision statementstatement
Values Values statementstatement
3/4/5 Year Strategic Plan3/4/5 Year Strategic Plan
Dep
t. D
ept.
Strateg
iesS
trategies
The Theory / Reality Gap
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What problems and issues can occur which can muddy the waters and decrease the changes of success?
Common Problems
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Motherhood & apple pie
Doesn’t mean much to me
Never heard of them
Don’t recognise them
Misses crucial new elements
Common Problems
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External issues now
changed
Internal issues now changed
Can’t track progress
Don’t agree with the priorities
Means little to my work
Common Problems
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Too many strategies
I wasn’t aware of the X strategy
No longer in line with the
plan
Not mentioned in my APR
Too busy fire fighting
Common Problems
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We measure what we can not what we
should
Takes too long to gather data
I want the answers to
different questions
What do all these statistics
really mean?
So something is ‘Red’, so
what?
Recurring Themes / Underlying Issues
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Lack of coordination
Lack of responsiveness
Words, not deeds
Lack of staff engagement
Never heard of them
Motherhood & apple pie
Doesn’t mean much to me
Don’t recognise
them
Misses crucial new elements
External issues now
changed
Internal issues now changed
Don’t agree with the priorities
Means little to my work
Too many strategies
No longer in line with the
plan
Not mentioned in my APR
Too busy fire fighting
We measure what we can not what we
should
Takes too long to gather data
I want the answers to
different questions
What do all these statistics
really mean?
So something is ‘Red’, so
what?
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The Workshop Framework
Positioning the Organisation
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Mission Mission statementstatement
Vision Vision statementstatement
Values Values statementstatement
The Mission Statement
Should be succinct as possible
Should be memorable
Should be unique to you
Should be realistic
Should be current
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Match The Mission Statement!
‘Inspiring and leading our community through excellence in providing learning solutions and pathways for progression’ –
‘To contribute to society through the pursuit of education, learning, and research at the highest international levels of excellence.’ -
‘To advance and diffuse knowledge, wisdom and understanding by teaching and research and by the example and influence of its corporate life’ -
‘We have a simple mission, "Success for our Students", and do everything possible to ensure that you receive the very best education and training.’ -
16 Yeovil College University of Dundee
University of Cambridge Herefordshire College of Technology
The Vision Statement
‘Our vision is to be the UK's best Knowledge and Learning Partnership University’ - University of West of England
‘Our vision is to be the number one for sandwiches and savouries from a united team that is passionate about being the best in the bakery’ - Greggs the Bakers
‘McDonald's vision is to be the world's best quick service restaurant experience. Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile’
‘To be the most creative organisation in the world.’ - BBC
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What do you Think of These…?
‘Our vision is to become the world’s best provider of education by 2015’
‘We hope to still be providing teaching and learning to students in Borcestshire in 10 years time’
‘Blogshire University will provide excellence in teaching, learning and research’
‘We aim to be the region’s preferred vocational training provider and to focus all our efforts on breaking into the top ten institutions based on academic performance’
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The Vision Statement
Should be inspirational
Should be ambitious – but not beyond the realms of credulity
Should be creative
Should be descriptive
Should be clear and consistent
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Where Should you be Heading?
Look to your strengths
Look outside the institution
Look to the future
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Boston Matrix
PESTLE
Scenario Planning
Organisational Values
Everything we do is underpinned by our core values of transparency, fairness and security. These...enable us to maintain our financial strength and deliver long-term good value - Nationwide Building Society
Self-help - we help people to help themselvesSelf-responsibility - we take responsibility for...our actionsDemocracy - we give our members a say in the way we run...Equality - no matter how much money a member invests in their share account, they still have one voteEquity - we carry our business in a fair and unbiased wayHonesty - we are honest about what we do and the way we do it - The Co-operative
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But do you Live your Values?
‘We believe passionately in staff equality’
‘We exist to serve the interests of society & the public good’
‘Respect for the local community’
‘We trust our staff’
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but have reserved car spaces for senior management only
but are busy closing all our unprofitable courses
but they can’t use our sports facilities
but ban facebook
Values from the ILT Co-ordinator’s View
Come up with a list of 5 organisational values
Now come up with 5 values which are ILT specific
What is the difference between the organisational values and those from an ILT Co-ordination viewpoint?
Are they compatible or do they challenge each other?
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The Workshop Framework
Strategic Alignment
If we are to achieve the Vision then what strategically important things, ideas and areas must we focus on?
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The Strategic
Objectives
Strategic Alignment
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Mission Mission statementstatement
Vision Vision statementstatement
Values Values statementstatement
3/4/5 Year Strategic Plan3/4/5 Year Strategic Plan
Dep
t. D
ept.
Strateg
iesS
trategies
Strategic Objectives
Help to set priorities when authorising developments and innovation
Can be the responsibility of a named member of senior management or SMT jointly responsible
Must be balanced against the priority of day-to-day normal business
Need to be appropriately articulated across the strategic framework
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Example Strategic Objectives
Development of Overseas Markets
Diversification of Income Sources
Increase recruitment to Science and Mathematics subject areas
Providing exposure to a technology-rich curriculum
Development of Alumni culture and involvement
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Strategic Objectives – Considerations
Business as usual is a Strategic Objective!
Environment scanning may identify external drivers which require strategic alignment
How do we ensure flows of information and ideas are in place to feed into the identification of our strategic objectives and to inform staff of our priority areas?
Are your objectives SMART?29
SMART Objectives
SSpecific
MMeasurable
AAchievable
RRealistic
TTime-constrained
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Key Performance Indicators (KPIs)
KPIs: “financial and non-financial measures or metrics used to help an organization define and evaluate how successful it is, typically in terms of making progress towards its long-term organizational goals"
- Wikipedia
Give substance to high level aspirations
Usually comprised of the Performance Indicator, how performance is to be measured & target level of achievement
Results can be summarised, made visual (‘traffic lights’) and easily reported
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But it’s Not Just about Measuring Performance
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How are your Strategies Defined and Agreed?
Discuss at SMT
Allocate responsibility to SMT member
Research & (limited) consultation
Shortlist options
Final agreement & approval
Launch, dissemination & embedding
Calendar prompts need for review
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The Inevitable Result?
“Motherhood & apple pie”
“Doesn’t mean much to me”
“Never heard of it”
“They ignored all my suggestions from the
focus group”
“Don’t agree with the priorities”
“Means little to my work”
“I’ll just go back to day job…”
The Strategic Conversation
Briefing Documents (online or printed) Management blogs Road Shows and Exhibitions or Information
Points Directors’ > Faculty > Department > Team
Briefings Focus Groups Wikis / VLE discussion areas Voting systems and surveys
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Examples
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The (Radical) Concept
Review when circumstances dictate
Encourage entire institution to debate
Rely on staff to suggest options
Put suggestions to the vote
Adopt most popular choice
Encourage ongoing debate & reflection
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From Concept to Conversation
Provision of an open, online discussion space & an invitation for all to participate.
Free & vibrant discussion, offering ideas & commenting on those of others
Open up the list of most popular / interesting ‘elements’ to the vote via online survey software
Final survey to agree most popular form of words
Blog to encourage contributions and to add to the debate
Blog to announce, explain & contextualise final agreed vision
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The Workshop Framework
Strategic Development
If we are to address the Strategic Objectives, do we need to bring about any changes to existing processes or structures or to create new processes or capability?
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The Business
Change(s)
Business Change Proposals
What will be : the benefits of doing it? the consequences of doing it? the consequences of not doing it? the cost and time commitment of doing it? the return on investment? the effect on other projects and proposals? the strategic advantage?
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www.jiscinfonet.ac.uk/impact-calculatorwww.jiscinfonet.ac.uk/impact-calculator
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The Workshop Framework
Co-ordination of Strategies
If we know what large scale projects are approved for the year, we can ensure our departmental and team strategies cater for their support
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Mutually supportive strategies
too good to be true?
Co-ordination of Strategies
StrategicGrid
Activity44
Co-ordination of Strategies
Requires agreement, buy-in and co-operation
Requires a system for prioritising Business Change and Programmes/Projects
Everyone shares the view and accepts the priorities
Requires an iterative approach
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The Workshop Framework
The Strategy infoKit
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Question Time
• follow johnburke1, sjbailey at Twitter
• http://www.jiscinfonet.ac.uk
• http://jbep.blogspot.com (John Burke’s Education Project blog)
• http://rmfuturewatch.blogspot.com/ (Steve’s Records Management Futurewatch blog)
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Professor Martin Hall, Vice Chancellor, Salford University
• follow johnburke1 at Twitter
• http://www.jiscinfonet.ac.
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Dr Christine Sexton, Director of Corporate Information and Computing Services, University of Sheffield
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