HCC Transformations 2014

1. Difficulty of Turning Innovation
into Reality
“An eight-year old today sees the internet
with about as much fascination as you see
the toilet”
Dean Kamen (inventor of the Segway and FIRST Robotics),
The Economist, June 12, 2010

2. Organizational Lifecycle
2
Survival
Good Management
Good to Great Leadership

3. Causes of Organizational Decline
(1) Balgobin, R. & Pandit, N. (2001). Stages in the turnaround process: The case of IBM UK. European Management Journal. 19(1).
(2) Schendel, D. & Patton, G. (1976). Corporate stagnation and turnaround. Journal of Economics and Business. 28, p. 236-241.
3
INTERNAL CAUSES
1 Poor management or leadership
2 Inadequate financial resources and control
3 Lack of policy adherence
4 High structural cost
EXTERNAL CAUSES
1 Decrease in demand
2 Increased competition
3 Decrease in perceived graduate value

4. Organizational Change
4
STATUS
QUO
NEW
STATUS
Transforming Idea
NAÏVE CHANGE MODEL
STATUS
QUO
NEW
STATUS
Transforming Idea
TYPICAL CHANGE PHASES
CHAOS
PRACTICE &
INTEGRATION
External Force
(1) Based on Demarco, T. & T. Lister. (1999). Peopleware: Productive Projects and Teams. New York: Dorset House Publishing.
CHAOS

5. Reframing the Organization
Frame STRUCTURAL HUMAN RES POLITICAL SYMBOLIC
Metaphor Factory
Extended
Family
Jungle Temple
Logic Rationality
Attending to
People
Distributive
Justice
Shared
Meaning
Currency Clarity Caring Empowerment Hope
5
(1) Boleman, L. & T. Deal. (2008). Reframing Organizations (4th ed.). San Francisco: Jossey-Bass Publishers.
(2) Boleman, L. & J. Gallos. (2011). Reframing Academic Leadership. San Francisco: Jossey-Bass Publishers.
• Does the design support the implementation
strategy?
• Does the design facilitate flow of work?
• Does the design allow effective managerial
control?
• Does the design create measurable
deliverables?
• How do existing people fit into the design?
• Does the design fit people’s style?
• How will the design shift power among groups?
• Does the design fit with peoples values and
beliefs?

6. 2014 FALL EXECUTIVE COUNCIL RETREAT

7. INTRODUCTION
THEME: COMMON VISION
1. Single conclusion for each college
2. Single vision for the whole

8. RESEARCH HIGHLIGHTS
•There is a need to develop and communicate an overall vision and
strategy.
•The generic responses to most questions demonstrates that HCC
is lacking a particular identity, as there is not a cohesive, shared
mission or clear values.
•There was little understanding of how an individual’s work is tied to
the overall strategy of the HCC.
•While community awareness of HCC is extremely high, there is an
opportunity to promote a vision and goals to establish a clear and
strong organizational identity, which is lacking.
•Team work and innovation received low scores.
•Utilize an integrated approach to strategy and communications
that is guided by the Chancellor’s office.

9. Core Factors by College Location

10. Core Factors by College Location

11. Transformational Factors
by College Location

12. POSITIVITY EXERCISE
IT’S IMPORTANT TO STOP AND
RECOGNIZE THE SUCCESSES WE
ACHIEVE EVERY DAY.

13. CELEBRATE VIDEOS
LET’S RECOGNIZE AND
CELEBRATE THE UNIQUENESS
OF EACH COLLEGE AND ITS
CONTRIBUTION TO THE WHOLE
OF HCC.

14. MODEL DISCUSSION
COMMON VISION
1. Single conclusion for each
college
2. Single vision for the whole

15. 1. No clear vision
2. Real financial pressure
3. Nationwide trends shifting
4. Lack of alignment
WHY?

16. REORGANIZATION PLAN IS DRIVEN
BY CULTURAL TRANSFORMATION

17. TRANSFORMATION PLAN
1. Establishing a Sense of Urgency
2. Forming a Powerful Guiding Coalition
3. Creating a Vision
4. Communicating the Vision
5. Empowering Others to Act on the Vision
6. Planning for and Creating Short-Term Wins
• Consolidating Improvements and
Producing More Change
1. Institutionalizing New Approaches

18. YOU
• Vision
• Culture
• Alignment

19. PLANNING PROCESS
Community
Colleges
Diverse Leadership
Cabinet
Chancellor
Board
BOARD
CABINET
CAMPUS VISITS
LEADERSHIP
COMMUNITY
COLLEGES
DIVERSE LEADERSHIP
CABINET
CHANCELLOR
BOARD

20. STRUCTURAL THOUGHTS

21. • BOARD INPUT
• EXTERNAL RESEARCH
• INTERNAL RESEARCH
• CULTURAL RESEARCH
• WHOLE SYSTEMS PLANNING
• VISION: WORKFORCE ALIGNMENT
• STRATEGY MAP:
OPERATIONALIZE
• SUMMATION DOCUMENT
• PROJECT TIMELINE
OUR STEPS

22. ORGANIZATIONAL IDENTITY EXERCISE
DEFINITION
What are the central attributes of the
organization; what makes the
organization distinctive and therefore
unique from other organizations; and what
is perceived by employees to be enduring
or continuing regardless of objective
changes in the organizational
environments.

23. • What is central to who we are as an
organization?
• What is enduring about who we are as an
organization?
• What is distinct about who we are as an
organization?
QUESTIONS
ORGANIZATIONAL IDENTITY EXERCISE

24. PROCESS
Step 1: Choose a facilitator, recorder, and
reporter
Step 2: Facilitate a discussion
Step 3: Record final answers and post on
“Organizational Identity” wall board
Step 4: Report findings
ORGANIZATIONAL IDENTITY EXERCISE

25. PURPOSE EXERCISE
DEFINITION
A shared sense of purpose is the glue
that binds people together in common
cause, often linking each individual’s
goals with the organizational goals. It
addresses why we exist; what needs do
we fill; and why we do what we do.

26. PURPOSE EXERCISE
• Why do we exist?
• What needs do we fill?
• Why do we do what we do?
QUESTIONS

27. PURPOSE EXERCISE
PROCESS
Step 1: Choose a facilitator, recorder, and
reporter
Step 2: Facilitate a discussion
Step 3: Record final answers and post on
“Purpose” wall board
Step 4: Report findings

28. VALUES EXERCISE
DEFINITION
Organizational values are the guiding
principles that dictate behavior and guide
actions. They help frame how we treat one
another at work and how we treat our
customers. They help us make sense of
our working life and how we fit in the big
picture of the organization.

29. VALUES EXERCISE
QUESTIONS
• What are the basic beliefs that we
share as an organization?
• What binds us together as an
organization during times of change?
• What motives and behaviors align us as
an organization?

30. VALUES EXERCISE
PROCESS
Step 1: Choose a facilitator,
recorder, and reporter
Step 2: Facilitate a discussion
Step 3: Record final answers and
post on “Values” wall board
Step 4: Report findings

31. VISION EXERCISE
DEFINITION
Vision is a guiding image of success. It is
sometimes called a picture of your company
in the future but it’s so much more. A vision
statement is your inspiration, and the
framework for all of your strategic planning. It
articulates your dreams and hopes for your
business. It reminds you of what you are
trying to build.

32. VISION EXERCISE
• What are my wildest dreams for HCC?
What does this look like to you?
• What are important characteristics of a
successful HCC?
• What do you envision HCC to be in the
next five to ten years?
QUESTIONS

33. VISION EXERCISE
PROCESS
Step 1: Choose a facilitator, recorder, and
reporter
Step 2: Facilitate a discussion to answer the
questions above
Step 3: Record final draft of your group‘s
vision statement on the “Vision”
board
Step 4: Read vision statement