Eastern Michigan University, University of Texas at San Antonio, Higher Colleges of Technology, Wilkes University, Minnesota State College and Universities, University of Dammam,
and numerous professional societies and trade associations

Problems Solved: Fresh Vision and Leadership, Changing Culture and Behaviors, Developing Organizational Capacity		Strategic Focus: Leading and Navigating Change, Crafting and Executing Strategy
Project Team(s): Donald Norris, Samuel Kirkpatrick, Paul Lefrere, Bassem Khafagy, Phil Taylor, Sherry Gevedon, Rhea Blanken, Ann Oliveri, Jim Black, David Hollowell

Leading and Navigating Change is a key element of Strategic Initiatives’ methodology for crafting and executing strategy as portrayed in our book A Guide to Planning for Change. It is also a critical element of our recent project work at the University of Dammam, King Khalid University, Iowa State University, and the University of the Pacific.

Strategic Initiatives has developed a proven change management methodology which is central to our developmental consulting services. Our services combine assessment of performance gaps and readiness for change, development of strategies and a change management plan, execution of the strategy and ongoing training and capacity building, and assessment of outcomes. These developmental activities are embedded in our client’s ongoing processes and workflows.

Leadership Development:
Strategic Initiatives has worked with a variety of colleges, universities, corporations, and associations in developing leadership programs for today’s globally competitive enterprises. Many of these programs are “embedded” in the sense that they are fully integrated into the performance standards and culture of the client organization. These efforts include:

• Leadership development programs at Eastern Michigan University, University of Texas at San Antonio, and Pace University as part of comprehensive technology enhancement and leveraging programs;
• Developed a change management strategy for the Minnesota State Colleges and Universities as part of their system-wide technology development and online learning advancement;
• Embedded leadership development at Curtin University of Technology as part of the strategic positioning project and campus-wide leadership colloquium;
• Leadership development as part of strategic planning and change management consultation engagement with associations such as the U.S. Chamber of Commerce, College of American Pathologists, Texas Veterinary Medicine Association, Air Conditioning Contractors Association, National Apartment Association, Tree Care Industry of America, and American Health Information Management Association.

Leadership development is a fundamental component of Strategic Initiatives’ change management services and featured prominently in these different settings.

Case Study:
Wilkes University – Leading and Navigating Change. Wilkes University is a private university in Wilkes-Barre, PA serving over 4,000 students. Over the past several years, Wilkes has established a bold plan for its future under the rubric of “Vision 2010.” This vision was to be achieved through three strategic initiatives:

1. Mentoring/Branding which will establish pervasive mentoring as Wilkes’ signature experience;
2. Digital Wilkes which will implement new technologies including enterprise portal, calendaring, and e-mail; re-implementing ERP, and accepting the best practice processes embedded in ERP; and
3. Enrollment Growth which will enable Wilkes to grow enrollments in targeted areas.

Strategic Initiatives is working with Wilkes leadership to weave these three initiatives together and drive pervasive process reinvention to achieve the goals established in Vision 2010. Strategic Initiatives and Wilkes staff are co-creating a Change Management Plan that is shaping the process reinvention activities. This plan weaves together the implementation and leveraging of technology with continuous process improvement. Changes in performance, productivity, and value are being measured and compared with the goals set by Vision 2010.
This change process will enable Wilkes to develop a significant resources pool from new resources/cost savings, to be reinvented in a series of strategic programs:

1. the strengthening, expansion, and enhancement of the mentoring culture at the University and its leveraging to build competitive standing;
2. achieving market-competitive salaries and benefits for faculty and staff, as well as professional development and recognition opportunities;
3. assuring significant investments in the number of faculty and in academic programs, library, and equipment to enhance the quality of the academic experience;
4. improving campus facilities, achieved through new facilities, consolidating existing facilities, and reduced deferred maintenance; and
5. supporting a robust, sustainable university marketing program that will strengthen competitive positioning.

These resource allocations are a key intermediate outcome of the strategic initiatives and are essential to achieving and maintaining the University’s targeted competitive standing for 2010 and beyond.

Part of the Wilkes solution is an innovative approach to facilities utilization and planning. Refurbishing an abandoned call center adjacent to campus, Wilkes is moving all of its administrative and academic support services to the UCOM. This open, team-focused approach will dramatically reduce the number of support staff required and realign job descriptions, roles, and responsibilities. As a result, between five to seven buildings across campus will be demolished or repurposed. In addition, Strategic Initiatives is assisting Wilkes in the programmatic planning for an innovative Science, Health, and Engineering Building (SHE).