Overview of The Strategic Change Process Change Process Overview Opening Institute Campus Strategic Planning Forum Clark Atlanta University January 9, 2018 Overview of The Strategic Change Process Prof. Henry Whitlow CAU School of Business C- 404-202-6464 hwhitlow@cau.edu

Overview of Strategic Planning And The 4 Step Change Process Time: 2 min. Step 1. Why - Utilize IDEAS that Matter to Re-Establish Strategic Relevance Why – IDEAS that Matter = CAU Educational Transformation I = Innovation and Entrepreneurial D = Design and Systems Thinking E = Environmental Sustainability A = Arts Humanity and Communication S = Science and Technology For Whom – Outcomes for Communities That Matter via CAU Knowledge Value Add (KVA) Families/Students (Optimal Students Mix – Undergrad, Transfer, Graduate) Employers (Determine Value) Alumni (Benefactors) Institutions (Benefactors) What – The Strategic Plan (How We Plan to Integrate the Inputs to Impact the Communities) Research, Service, Teaching Exercise Our Stewardship Targets Tied to Long Term Health & Financial Sustainability Mobilizing for the Future How – The Tools We Use for Strategy Implementation (Past 24 Months) Project Management to Improve how We Management – Our Institutional Effectiveness Methodology Lean-Six Sigma – Systematic Problem Solving Governance Process - Engaging CAU People (internal and external) Design Thinking – Community / People-First Designs Balanced Score Card - Measurement System Inputs: “As-Is” = Our Unique Mix = Unique DNA People w/ Skills (Quality + Quantity) Processes (Methods, Authority + Budget $, Regulations, etc.) Technology Machinery (Fixed Assets – Computers, Buildings, Etc. Materials (Current Assets) Step 2. For Whom – Outcomes for Communities That Matter PURPOSE: As Dr. Deming would say, “What’s your aim?” Why are you in business? Aims are often presented as Mission and Vision. Does the organization have a mission and vision? If so, have participants share it/theirs. CUSTOMER: Who do you serve? Identify some of your Customers both internal and external NEEDS: What do they want? A product or service. Good quality, reasonable cost, good delivery, etc. Be as specific as possible. DELIVERY: Is it being provided 100% of the time, as they want it? COST: (of Poor Quality) In what ways is it costing your organization? Unhappy customers. Lost customers/business, Lower profits. REMEDY: How can we adequately respond to customers and their needs? Implementation of Six Sigma! These questions are basic to any business Businesses exist for one reason___ make $$ Improvement is needed – always looking for ways to improve – perhaps more now than ever Approaches and initiatives come and go but improving the bottom line never goes out of style Step 3. What – The Strategic Plan for Success Step 4. How – The Tools to Make the Changes

“Power” Tools to Improve Alignment Project Management – Strategic Action/Initiative Implementation Lean-Six Sigma –Problem Solving Governance Process – Engage/Focus CAU People (internal and external) Design Thinking –People-First Designs Balanced Score Card – CAU Measurement System Engage & Focus People Ideas That Matter – Mission Lean Six Sigma Governance Process Design Thinking Monitor Gaps (Monthly Reviews) Change Systems/Habits (Charter Approvals) Project Management Step 4. How – The Tools to Make the Changes How We Want to BE (How we See Ourselves) Desired Level of Alignment VS Developing Strategies for Change How We Actually Are Strategic Planning and Strategy Implementation Make up Our Change Process Strategic Planning and Strategy Implementation Make up Our Change Process Our Culture = The Interaction of Our Habits with Our Environment Actual Level of Alignment The Results Pyramid

Power Tools for Implementing the Strategic Plan Implementing Strategies for Change Lean Six Sigma (CAU SBUS Certification) – Out of the Classroom – Applied to University Systems - Up to Green Belt Available – Starting Third Year Project Management Training (CAU SBUS Certification) – 4th Cohort to Begin in April 2018 Governance Process – Adapted by CAU Board in April 2017, Implemented in October 2017 – (Ellucian “Best Practices” Recommended) Advisory Committees Staffed and Operational-”ish” Top 9 CAU Signature Projects Identified – December 2017 Small Group Application Discussions Available to All Units 1st and 2nd Qtrs. 2018 Human Centered Design Thinking (HCDT) – (Stanford Model) - Out of Classroom – Set to Apply to University Offerings – CAU Change Champions Kicked off November 2017 Balanced Score Card (BSC) – (Harvard – Kaplan and Norton) International Standard for Integrated Measurement System Capturing the Casual Relationship Between Performance Metrics and Desired Outcomes (Internal and External) Strategic Planning and Strategy Implementation Make up Our Change Process Our Culture = The Interaction of Our Habits with Our Environment

Change Champions – Staff Empowerment With Tool Preparation Timeline 2015 Lean Six Sigma and Enrollment Management – Enrollment Management Managers and Staff trained in Lean Six Sigma (White and Yellow Belt) (20 People) 2015 Project Management - Enrollment Management Managers and Staff trained in Project Management Implementation – Results very Positive (15 People ) 2016 Lean Six Sigma and Project Management Study to Improve Transfer Student Application Processing and How to Grow Graduate Student Enrollment – Implementation Projects in Proposal Stage Governance Process - Academic Council (15 People ) 2017 Title 3 Project Management w/ Lean Six Sigma – PMBOK (Project Management Book of Knowledge) Training for Title 3 Administrators (15 people) 2017 Sr. Leader Training (24 Sr Leaders - 2.5 Days) + 6 hrs of Follow-up Lean Six Sigma (White Belt) Project Management - Orientation and Basic of Review Process Balanced Score Card - Basics of Measurement Process Human Centered Design Thinking – People First Concepts and Principles IT Governance Process – 6 Committees: 1. Executive, 2. Administrative, 3. Academic, 4. Infrastructure, 5. Data Quality, 6. Web and Digital Communications 2017 Admin. Project Management w/ Lean Six Sigma – PMBOK (Project Management Book of Knowledge) Training for CAU Managers and Key Administrators (20 People) – Another Admin Cohort Scheduled for April 2018 2017 Governance Advisory Committee Training (Each Committee Trained) – Training Sessions for Managers and Staff Involved with Governance Implementation (50 people) 2017 Human Centered Design Thinking – HCDT Training for Employees (Mix of Managers, Faculty, Staff) – Set to Apply to University Offerings – CAU Change Champions Kicked off November 2017 (22 People) Strategic Planning and Strategy Implementation Make up Our Change Process Our Culture = The Interaction of Our Habits with Our Environment

Overview of The Strategic Change Process Change Process Overview Opening Institute Campus Strategic Planning Forum Clark Atlanta University January 9, 2018 Overview of The Strategic Change Process Prof. Henry Whitlow CAU School of Business C- 404-202-6464 hwhitlow@cau.edu

Overview of 2018-2023 Strategic Plan Process Peter Nwosu, Ph. D Overview of 2018-2023 Strategic Plan Process Peter Nwosu, Ph.D. Provost and Vice President for Academic Affairs