Service Development at Aalto University Key Enabler for Aalto's Academic Mission 31.5.2016 Mari Svahn

SERVICE TRANSFORMATION Extract from the Strategy for Aalto Services at 2011 SERVICE TRANSFORMATION Admin. function  Professional service Rule-driven  Solution-driven Reactive approach  Proactive support

Situation at 2013 – a lot of good things, combined with a lot of development potential! Professional service functions, but held back in places by a silo-based organization 12/4/2018

Where we want to go… A more agile and skilled service team We are aiming for a cross-functional team that provides effective support for research, teaching, and studying – with everyone committed to learning from each other! 12/4/2018

World-class services A more agile and skilled service team Overall understanding of the needs of service users! Active support for users in their day-to-day work! A service team that prioritizes effective communication and getting things done! 12/4/2018

Aalto Service Development Program 2013-2015 Program for developing Aalto services initialized in the Aalto Foundation Board meeting in June 2013 to run until the end of 2015. Focus area: Services and structure, Spend, IT The main goals: increase customer value improve the cost effectiveness Financial target: 12M€ decrease in the annual costs of the services by the end of 2015 compared to the 2012 level. Results: The program progressed well according to the plan Clear indications for increased customer value and cost effectiveness Financial target was met and exceeded (estimated -14M€ savings) 4.12.2018

Aiming at cost effective and customer oriented services First term (2013) Identify and capture quick savings that affect from end of 2013 Program ready for detailed design phase Second term (2015) Operative costs on target level First stage service transformation successfully completed Focus on developing clearly defined and effective portfolio of services, processes, and channels Medium term (2016) Aalto University’s quality system was audited Service organization support Quality processes Service culture development is on the way towards the long term target. Long term (2020) Service transformation successfully completed World class customer oriented services Continuous improvement culture The main goals for the service development program are to improve the cost effectiveness of support services without reducing customer critical service levels, and to increase customer value. Continuous improvement along with normal activities Service Development Program 7

Design drivers Services that promote a smooth flow of teaching and research Increasing cooperation at all levels – a non-hierarchical organization An appropriate, clearly defined range of services Smooth, clearly defined service processes Effective local services that meet users’ needs Reduce costs and improve the overall effectiveness of services Focus on the user

Overview of where we want to go Outer rings: service and development culture Inner triangle: clearly defined and effective portfolio of services, processes, and channels Effective local services that people feel meet their needs < Focus on service users and their core responsibilities > < Cross-functional way of thinking and working > < Cross-functional way of thinking and working > < Focus on service users and their core responsibilities > Service user Clearly defined, smooth service processes An appropriate, clearly defined range of services < Cross-functional way of thinking and working > < Focus on service users and their core responsibilities > Strategic target for service development is to ensure value-add of services for service users and their core activities. Services contribute to excellence in advancing and supporting Aalto’s core goals.

Services that support academic core activities 11/01/11 Services that support academic core activities To What How By Services for Research and Artistic Activities Services for Teaching Services for Faculty Services for Students Cross-functional cooperation Core activity focus Service user focus Effective local services that people feel meet their needs An appropriate, clearly defined range of services Clearly defined, smooth service processes Service entities -Research and Innovation Services -Technical Support Services -Campus Services -Learning Services -IT Services -Communications Services -Financial Services -HR Services -Secretarial Services and other School Services -Leadership Support Services Academic Personnel and Students

Evaluation of the success of the program Target 1. Improve the cost effectiveness: Services reorganized in 10 services entities with larger teams and less supervisor roles. Each service entity has a director responsible for the overall efficiency and quality. Reduction of IT spend. Service entity IT Services have decreased 6,5 M € expenses (excl. personnel expenses). Major reductions in depreciations, material, service purchases and travel expenses. Reduction of other 3rd party spend in the university level. Reduction 3,7 M € (without IT Services). Reduction of Service personnel expenses. Service personnel expenses have decreased 12 M €. Service share of the total Aalto personnel expenses has decreased 2,7 %-units to 29,6 %. Target 2. Increase customer value: Professors’ satisfaction with departmental services has increased during 2015 (source: Professors’ Council survey 2014 vs. Aalto employee survey 2015, see background material) There are indications that the service delivery is more effective: Service personnel expenses have decreased and at the same time the satisfaction with services has stayed on the same level (source: service satisfaction survey 2013 vs. Aalto employee survey 2015, see background) Services are more professional and the division of duties is more clear (source: open responses in Aalto employee survey 2012 vs. Aalto employee survey 2015) The foundation for continuous improvement culture in now in place: Service user focus and core activity focus emphasized more (source: open responses in Aalto employee survey 2015)

Personnel survey for professors 2014, Personnel survey 2015 Increased customer value based on survey results Personnel survey for professors 2014, Personnel survey 2015 2014: The service organization functions well at the department level 2015: Overall, I am satisfied with the performance of the services in my department / unit. General satisfaction with services Service satisfaction survey 2013, Personnel survey 2015

Service roadmap 2020 – The big picture Service culture Strategic cababilities Continuous improvement Financial framework Personnel structure Strategic Competences Service portfolio Processes and quality IT tools Way of working Resources Tools Aalto University Strategy 2016–2020 Shaping the future Excellence in advancing and supporting our core goals Enabling the core academic mission of the Aalto community is our first priority. To compete globally for the best faculty, students, staff, partners and other stakeholders, we need to develop world-class conditions and an environment for research, art, education and collaboration. We will invest in sustainable, long-term resourcing of our strategic priorities, build practices to recognize achievement and develop streamlined support service solutions facilitating academic excellence. 4.12.2018

Next steps: Continous improvement of Aalto Service Portfolio Integrating the User View to Annual Cycle 1) Strengthen structures to support the continuous improvement of service portfolio Implement service user point-of-view to annual processes for services (annual review, strategy dialogues, resourcing). AALTO SERVICES FIS, ITS LSS, CAS HRS, SES RIS, TTS LES, COS From each service making their own plans from their point-of-view and getting resourced separately All services making plans together from service user point-of-view and being resourced as a whole 2) Start implementing the new development plans Joint prioritized development plans are executed in collaboration between service functions Emphasis on and support to service user point-of-view approach 3) Collect feedback and secure continuous improvement of service portfolio

Thank you Looking into the future – towards world-class services in 2020