BUILDING PARTNERSHIP TRUST AND CREATING A SHARED VISION
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Transcript of BUILDING PARTNERSHIP TRUST AND CREATING A SHARED VISION
BUILDING PARTNERSHIP TRUSTAND
CREATING A SHARED VISION
THE UNIVERSITY OF SOUTH WALES STORY
GRAHAM ROGERSDEPUTY VICE CHANCELLOR USWEX DEPUTY VICE CHANCELLOR
UNIVERSITY OF WALES, NEWPORT
UNIVERSITY MERGERS
• Complex• Time consuming• Difficult to reverse
MANAGING UNCERTAINTYPe
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Merger corridor of uncertainty
TENSION Forces Extending Uncertainty
Forces Reducing Uncertainty
CULTURAL DIFFERENCES
• The most commonly cited reason for mergers failing is the failure to reconcile cultural differences
ORGANISATIONAL CULTURE
• Is about the way people work• The social glue of shared values and beliefs• Is the “personality” of an organisation• Unique to an organisation
CULTURAL FIT
• Top Management relations and reporting relationships
• Decision making• Compatability of systems and processes• Employee engagement• Benefits and rewards
TOP MANAGEMENT RELATIONS
• CEO (Vice Chancellor)• Establish executive team early and meet
regularly• Each executive member responsible for a
Delivery Group:– Academic– Systems Integration– Finance, Legal and Governance– HR– Students / Student Union
DELIVERY GROUPS
• Equal representation• Task focussed• Open and transparent• Developed mutual understanding and started
to build trust• Potential for submerged tensions and covert
agendas
DECISION MAKING
Centre versus Devolved
• Differences inevitable• University type• Who is the “top management” team• Budget responsibility• Custom and practice• Personalities• Ownership
USW APPROACH• Timing key
– Merger in 11 April 2013– 2013/14 Academic Year largely fixed
• Structures– Started pre merger and cascaded development
• Appointments– Executive pre merger– Cascade process– Deans / Directors by Summer 2013– Faculty Structure September 2013– Administration May 2014
• Shared values and understanding– Externally facilitated process September 2013-ongoing
SYSTEMS AND PROCESSES
• Audit pre merger• Finance system – by 1 August 2013• Student Record System (SRS)
– Year 1 – Two systems operational– Year 2 – Integrated SRS– Years 3 and 4 – SRS integrated with other
systems
SHARED VISION
• Pre merger– Business Case
• Post merger– Process of establishing and shared vision one of
the tools to engage staff and facilitate partnership working
– Develop strategic plan
SHARED VISIONDeveloping a USW Vision and Mission
• Engaged all staff– Focus groups– Forums– Meetings / debates
• Engaged stakeholders– Students– Community– Employers– Politicians etc
Took 9 months – launched March 2014
NEXT STEP
• Enabling strategies• 2020 Academic Portfolio• High Performance University• Systems and Processes
“NORMAL BUSINESS”
THANK YOU
GRAHAM ROGERS(SSA)