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7/29/2019 Making Organizational Change a Reality: Lessons from a Customer Service Initiative (166338209)
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Making Organizational Change a Reality:Lessons from a Customer Service Initiative
Joseph Vaughan, Nancy Angelo, & Linda Garnets
October 14, 2010
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PURPOSE OF THIS SESSION
• Developing effective service-oriented
organizations, staffed by “change hardy”
individuals is a key challenge for IT leaders.
• We will explain a practical model that can be usedto increase the effectiveness of any organization.
• We will share lessons learned from using the
model in central IT (CIS) at Harvey Mudd College.
• We can only give a brief overview, but we will
upload a longer presentation with more examples
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THE PlOT: a meaningful shift toward a more
client-centered organization
We’ll address these questions:
• Who are you?
• Why was change needed?
• Why hire consultants?
• What kinds of change are you talking about?
• How are you getting there?
• What lessons did you learn and what advice doyou have?
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HARVEY MUDD COLLEGE
• Young…founded in 1955
• Tiny…756 students, 82 faculty
• Wonderful mission: Harvey Mudd College seeks to
educate engineers, scientists, and mathematicians,well versed in all of these areas and in the
humanities and the social sciences so that they may
assume leadership in their fields with a clear
understanding of the impact of their work on society.• Amazing…see http://www.hmc.edu/amazing-mudd/
Here is one nugget of evidence thatHMC is amazing. We have only 5,500
alumni, which is about the size of theentering class for many universities.Among our alumni we count not one,but two astronauts; the co-author of the MIME standard, Ned Freed; the co-creator of SQL, Don Chamberlin; and
the inventors of Flash (Jonathan Gay),remote procedure calls (Bruce JayNelson) and Audacity (DominicMazzoni).
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ANGELO + GARNETS CONSULTING
Handcrafted strategies for realizing
organizational change
Our services:• Consultation:
• Strategic Change - Leadership Development -
Alignment, Partnership, Collaboration & Accountability
• Learning:• Leading Change, Developing High Performance Work
Groups, Developing Change Hardiness, and more.
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Angelo + Garnets consulting
Handcrafted Strategies for Realizing
Organizational Change
www.angelogarnets.com
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THE CIO’S IMPETUS FOR CHANGE AND
HIRING CONSULTANTS
• New President, Maria Klawe, in 2006
• College developed new Strategic Vision soon after she
arrived
•
Conducted an IT Review in 2007• Joseph came to Harvey Mudd in 2008 with mandate to
bring “functional and reliable” IT to the College; focus on
the Central IT organization, CIS.
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THE CIO’S IMPETUS FOR CHANGE AND
HIRING CONSULTANTS
• CIS consisted of loyal, dedicated people but, as an
organization, it faced many challenges:• Staff was highly demoralized
• Little direction and loose supervision
• Group leaders only nominally managers
• People were not thinking in terms of performance
• Little planning and limited expectations
•
Little teamwork• Limited focus on customer needs
• 2007 IT Review did not feel accurate to staff and was not seen as a
valuable resource
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THE CIO’S IMPETUS FOR CHANGE AND
HIRING CONSULTANTS
• The CIS situation did not square well with two of
HMC’s strategic vision principles:• Nurturing and Developing the Whole Person
•
Improvement of Infrastructure and Resources to SupportHMC's Commitment to Excellence and Building Community
• From my successor at UCLA, heard about
Angelo+Garnets. Called with original intent of getting
help with management team.• In discussion, came to conclusion that organizational
change was the real issue.
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THE CASE FOR CHANGE
• Starts with HMC’s Strategic Vision Principles
• New President heard from many that IT was not
functional
• IT Review as a strategy• Maria’s mandate: get the central IT functional,
reliable, service oriented; keep an eye on potential
for innovation in educational technology, but youmay not be able to do that until you have dealt
with the reliability and functionality.
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Reliable
Client-Centered
Advancing the HMCmission
Supporting educationthrough innovative uses
of technology
Lay the foundation: setTING CIS direction
We want IT
services that
are:
For this slide, I described Angelo+Garnets method of conductingconfidential interviews, and that one of
their recommendations was to let staff discuss the previous director. My initialreaction was “why would I do that?”.But we did a day long retreat in May2009, during which we spentsignificant time discussing people’s
reaction to the previous director’sdeparture. This let people put itbehind them enough to be able tosupport the very general direction I laidout, and which is captured on thisslide. I said that in return for clear
direction and goal setting, honestfeedback and training ,I was askingpeople to roll with the changes, and bepatient while we filled in the details,but to give us their best contributions.Everyone supported these ideas.
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Identify customers,suppliers,
stakeholders
Map what we thinkthey need and whatwe give them, whatwe get from themand what interestthey have in our
work
Learn fromcustomers whattheir needs are
Match our increasedunderstanding of customer needs
with levels of demand and CIS's
capacity
Analyze the gapbetween the two
Define what needswe will meet withwhat services inshort, medium,
longer term
Negotiate withleaders of customer
groups
Design services toassure effective and
efficient delivery
Deliver, and trackperformance
Prepare the Organization: THE HiGH LEVEL
PLAN
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KEEPING TRACK OF CHANGE
• Here are dimensions that we felt were important to look at
and pay attention to:• Mission/purpose
• Strategy & planning
• Client experience
• Structure/work design
• Human side
• Organizational culture
• Management actions
• I will now give you a flavor of the “earlier” and “now” stages
along a few of these dimensions.
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• Uncertaintyabout whatwould happento requests
• If you know theright person togo to…
• Differentialtreatment
• Ticket systemto trackrequests, linkedwith feedbacksurveys
• Help Desk asfirst port of call
• Working onunequaltreatment issue
Dimension: CLIENT EXPERIENCEOn this slide, regarding the ticketsystem surveys, I said that the
response rate is low(2.5%), so weknow there is more to find out, andwe’re working on that, but the level of satisfaction expressed is extremelyhigh (89% ‘good’ or ‘excellent” overallexperience). So we’re working toensure that it is this way for everyone,not just those who respond to thesurvey
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• Perceived CISas not aware of needs
• Unsure of direction of CIS
• Focus groups,honestfeedback
• IT Strategy &Initiatives,Monthly
updates fromCIO, Bite of LearningSeries…
Dimension: CLIENT EXPERIENCE
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Customer needswere not the
primaryorganizational
principle
We collect dataabout customer
needs in order tohelp design
services
Work focusedand organized
around functionalunits
CIS reallocates
work across unitsto meet priorities
Dimension: Structure/Design of work
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• Fear, sadness,anger about
departure of previous director• Deep
uncertainty, “will
I lose my job?”
• Past is behind us• People
understand whatthey need to doto succeed
• Understand
under whatconditions it isreasonable toask someone to
leave
Dimension: HUMAN SIDEOn this slide I mentioned
the value of interviews bythe consultants, which
guarantee confidentialityand extract themes basedon whether three or more
people mention them.
That’s our main source of data for what we are
claiming in the right handbox.
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Dimension: HUMAN SIDE
I pointed out that you haveto work hard at the humanside as well as the task side
of change. I gave theexample that we actually
practised, in a staff meeting,
making requests and counterrequests, followed by
agreement
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Dimension: Management Actions
Management controlof…
Earlier
Setting Direction Loose
Details of work Tight
Accountability Loose
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Dimension: Management Actions
Malcolm Baldrige Awards
Management controlof…
Now
Goal Setting Tight
Details of work Loose
Accountability Tight
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Staff developed a Service Vision together
We went out and got feedback (tickets, focusgroups, visiting departments)
Explore gap between what we espouse andwhat is reality
AN EXAMPLE: Service Vision
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Tied to the Service Vision, managers arecreating unit goals and reviewing them on aregular basis
Managers see the value of customer feedback
Two units, User Support and Educational Technology, are developing new clientcentered service delivery models and havealready delivered first results
AN EXAMPLE: Service Vision
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Communicate, Communicate, Communicate.
You will need to adjust how you work with people to
meet their different needs. Suit your style andefforts to the context.
One can achieve organizational change, andunderstand better how to do it.
Help people come to terms with what’s important tothem - even on issues from the past - rather thanencouraging them to “put it behind them.”
LESSONS LEARNED AND FRIENDLY ADVICE
FROM THE CIO
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Get your people engaged, which means startingwhere they are, not where you want them to be. Letthem help you figure it out.
You can understand perspectives without trying tochange them, and it is an important thing to do.
What is obvious to you may not be obvious tomembers of your staff.
Find creative alternatives to letting people go; whenyou do let people go, do your best to take care of them.
MORE FRIENDLY ADVICE FROM THE CIO
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Always keep in mind that there are things you don’tknow. Live with uncertainty.
Do your utmost to get real data no matter where it
comes from.
Commit to the process, being prepared to havethings come out differently than you might expect .
Prepare to be overwhelmed: take care of yourself !.
Consultants can be your partners, helping you leadthe change.
EVEN MORE FRIENDLY ADVICE FROM THE
CIO
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Persistent and severe suffering is not necessary. You can do this differently.
Get clear on what you are aiming for and keepyour eyes on that prize. Make it a top priority.
Capture the hearts and minds of your people.Engage them in bringing about the change.
How you lead makes a difference. Practicehumility and fierce resolve. Listen & hear as wellas direct.
FRIENDLY ADVICE FROM THE
CONSULTANTS
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Pay attention to both the task side and thehuman side. Design the change from both sides.
Create a learning environment that motivates
people to experiment and open up to new waysof doing things.
Get everyone aligned and moving forwardtogether. Track progress.
Communicate, communicate, communicate.
MORE FRIENDLY ADVICE FROM THE
CONSULTANTS
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QUESTIONS & DISCUSSION
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THANK YOU