Strategic Initiatives - Case Studies

Case Studies

What does transformative change mean to a research university or a system of public universities and technical schools? To a professional society or trade association?. Or a high-technology company? To a federal or state agency like the Department of Defense or Prince William County, Virginia? The following case studies describe Strategic Initiatives’ services and the transformative changes they enabled.

Our approaches produce transformative results that dramatically change our client enterprises and improve their strategic position. Typically, transformation focuses on a key organizational process or a strategic issue, and then spreads to other processes, issues and parts of the enterprise. Consider the following exemplary cases.


Strategic Enrollment Management and Action Analytics (2007-present) Confederation College More details		Problems Solved: Eroding Losing Competitive Position, Need to Improve Processes and Practices for Strategic Enrollment Management, Absence of a Culture of Performance Improvement, Inadequate Leveraging of Technology Strategic Focus: Crafting and Executing Strategy for Strategic Enrollment Management, Developing Organizational Capacity, Leading and Navigating Change, Fostering Innovation and Creativity, Action Analytics™
Creating Action Analytics™ for Work and Learning (2006-present) Minnesota State Colleges and Universities More details		Problems Solved: Losing Competitive Position, Poor Performance of Underserved Learners Strategic Focus: Leading/Navigating Change, Action Analytics™, Developing Organizational Capacity, Changing Organizational Culture, Serving the Underserved
Measuring and Improving Performance (2000 – present) Eastern Michigan University, Pace University Wilkes University, Minnesota State Colleges and Universities, and the University of Toledo More details		Problems Solved: Facing an Intractable Problem, Rapidly Rising Costs, Antiquated and Poorly Leveraged Technology, Misalignment of People, Resources and Program with Learner Needs; Anxiety Over Change; Inability to Change Rapidly Strategic Focus: Leading and Navigating Change, Building Organizational Capacity and Changing Culture and Behaviors; Crafting/Executing Strategy; Aligning Learning, Knowledge, and Performance; Action Analytics™, Reinventing Processes
Strategic Positioning for Transnational Universities (2006-present) Higher College of Technology, UAE; Curtin University, Australia, George Mason University, USA More details		Problems Solved: Losing Competitive Position, Rapidly Changing Needs, Globalization Strategic Focus: Crafting and Executing Strategy, Developing Organizational Capacity, Leading and Navigating Change, Transforming Facilities, Fostering Innovation and Creativity
Leadership for Change (2000-present) Multiple Enterprises More details		Problems Solved: Fresh Vision and Leadership, Changing Culture and Behaviors, Need to Develop Organizational Capacity, Staff Turnover and Mediocre Performance Strategic Focus: Leading and Navigating Change, Crafting and Executing Strategy
Planning Facilities for 21st Century Learning (1997 – present) Multiple Leading-Edge Universities and Enterprises More details		Problems Solved: Obsolescent Facilities and Approaches to Facilities Planning. Strategic Focus: Leading/Navigating Change, Transforming Facilities Design, Transforming Culture, Developing Staff and Organizational Capacity.
Creating Distributed Universities for Hypergrowth Metropolitan Areas (1987-present) George Mason University More details		Problems Solved: Facing an Unsolvable, Intractable Problem, Global Competition Strategic Focus: Leading and Navigating Change, Crafting and executing Strategy, Transforming Cultures, Developing Staff and Organizational Capacity
Developing an Electricity Grid for Learning (2003-present) Minnesota State Colleges and Universities (MnSCU) More details		Problems Solved: Anxiety Over Change, Isolated Innovations, Need to Achieve Enterprise-wide Innovation. Strategic Focus: Leading/Navigating Change, Crafting/Executing Strategy, Leveraging Technology, Creating e-Knowledge Repositories, Reinventing Processes/Realigning Programs, Discovering Expeditionary Products, Transforming Organizational Culture Developing Staff and Organizational Capacity, and Enhancing Revenues.
Leading and Navigating Change (2005-present) Wilkes University More details		Problems Solved: Antiquated and Poorly Integrated Technologies, Obsolescent Facilities, and Anxiety Over Change. Strategic Focus: Leading/Navigating Change, Crafting/Executing Strategy, Leveraging Technology, Reinventing Processes and Realigning Programs, Transforming Facilities Design, Discovering Expeditionary Products, Transforming Organizational Culture, Developing Staff and Organizational Capacity, and Enhancing Revenues.
Planning and Executing Strategy (2000-present) A Variety of Professional Societies and Associations More details		Problems Solved: Overcoming Ineffective Strategic Planning, Misalignment of People, Resources, and Programs with Customer Needs. Strategic Focus: Leading/Navigating Change, Crafting/Executing Strategy, and Developing Staff/Organizational Capacity.
Repositioning ERS as a Knowledge Utility (2005-present) Educational Research Service (ERS) More details		Problems Solved: Losing Competitive Position and Declining Revenues, Rising Costs, Need for New Technologies – e-Knowledge Portal Strategic Focus: Leading/Navigating Change, Crafting/Executing Strategy, Leveraging Technology, Creating e-Knowledge Repositories, Transforming Facilities Design, Discovering Expeditionary Products, Transforming Organizational Culture, Developing Staff and Organizational Capacity, and Enhancing Revenues.
Transforming the Association Through Marketing and Communications (2001-present) Tree Care Industry of America (TCIA) More details		Problems Solved: Misalignment of Products/Services with Member Needs, Need to Overcome Ineffective Strategic Planning, Anxiety Over Change, Inability to Change Rapidly. Strategic Focus: Leading/Navigating Change, Crafting/Executing Strategy, The Soft Side of Change, Transforming Culture, Developing Staff and Organizational Capacity.
Implementing and Leveraging ERP/LMS/ Portal Technologies (2004-2005) Pace University More details		Problems Solved: Antiquated and Poorly Integrated Technology, Inability to Change Rapidly. Strategic Focus: Leading/Navigating Change, Crafting/Executing Strategy, Leveraging Technology, Reinventing Processes, Transforming Organizational Culture, Developing Staff and Organizational Capacity.
Achieving Value on Investment Through Technology (2000-2004) Eastern Michigan University (EMU) More details		Problems Solved: Facing an Apparently Unsolvable, Intractable Problem; Rapidly Rising Costs, Antiquated and Poorly Integrated Technology; Misalignment of People, Resources, and Program with Learner Needs; Anxiety over Change and Inability to Change Rapidly. Strategic Focus: Leading/Navigating Change, Crafting/Executing Strategy, Leveraging Technology, Reinventing Processes, Transforming Culture, Developing Staff and Organizational Capacity, Enhancing Revenues.
Developing e-Knowledge Repositories, Infrastructures, and Practices (2003-present) A Variety of Learning Enterprises More details		Problems Solved: Need for New Technologies and Applications – e-Knowledge Portals and Repositories, Knowledge Domain Indexing, Advanced e-learning Applications. Strategic Focus: Leading and Navigating Change, Leveraging Technology, Creating e-Knowledge Repositories, Transforming Organizational Culture, Developing Staff and Organizational Capacity.
Leveraging Common Technology Systems (2003–present) University of Wisconsin (UW) System More details		Problems Solved: Facing an Intractable Problem, Anxiety Over Change, Rapidly Rising Costs. Strategic Focus: Leading/Navigating Change, Crafting/Executing Strategy, Leveraging Technology, Transforming Culture, Developing Staff and Organizational Capacity.
Thought Leadership in e-Learning (2000–present) A Variety of Learning Enterprises More details		Problems Solved: Advanced e-Learning Solutions, e-Knowledge Repositories. Strategic Focus: Leading/Navigating Change, Crafting/Executing Strategy, Aligning Learning/Knowledge/Performance, Enhancing Revenues.
Mapping and Leveraging the Knowledge Ecology (2003-2004) Urban Land Institute (ULI) More details		Problems Solved: Need to Extend Communities of Practice. Strategic Focus: Leading/Navigating Change, Transforming Organizational Culture, Developing Staff and Organizational Capacity.
Transforming Learning Experiences for Practicing Professionals (2002-2004) Advanced Management Institute (AMI) More details		Problems Solved: Misalignment of People, Resources, and Programs with Customer Needs. Strategic Focus: Leading/Navigating Change, Crafting/Executing Strategy, Aligning Learning/Knowledge/Performance, Transforming Organizational Culture, Developing Staff and Organizational Capacity.
Reinventing Relationships Through Communities of Practice (1999-2000) American Health Information Management Association (AHIMA) More details		Problems Solved: Need to Adopt Communities of Practice, Losing Competitive Position. Strategic Focus: Leading/Navigating Change, Crafting/Executing Strategy, Transforming Culture, Developing Staff and Organizational Capacity.