Further steps: How to make your initiative sustainable

Steve Outram Introduction Review progress made and identify things that have worked and things that are giving concern

Steve Outram Reviewing your change management architecture The set of arrangements, systems, resources and processes through which we engage people in productive reasoning focused upon creating a new future. The Change Management Toolkit Colin Carnall, 2003, Thomson

Achievements so far Unexpected outcomes Obstacles overcome …. Seemingly intractable problems Resources Team Direction Taking Stock

What is going on at the moment? What works well and what does not? What is the most convincing diagnosis of the problem? What alternative solutions are there? What resources and support are available Where might the blocks be and how can they be unblocked What time-scale and sub-tasks are involved? How will you manage the process of change? When will you know to stop? Consultancy questions 5

Steve Outram Reviewing the situation Reviewing your business case Reviewing your change model Reviewing leadership and management skills Reviewing team membership

Change pre-conditions – creating a tipping point The law of the few The Stickiness Factor Excellence: perceived as best of breed Uniqueness: clear one-of-a-kind differentiation Aesthetics: perceived aesthetic appeal Association: generates positive associations Engagement: fosters emotional involvement Expressive value: visible sign of user values Functional value: addresses functional needs Nostalgic value: evokes sentimental linkages Personification: has character, personality Cost: perceived value for money distinctiveness The Power of Context

Sustaining and embedding innovations A Good Practice Guide Peter Chatterton 2010 Changing people and culture Embedding or aligning with strategies, systems, initiatives and services Creating tools and resources Creating appropriate organisational structure Becoming more business-like and entrepreneurial 8

Innovation Transformation but no innovation Innovation & transformation No transformation and no innovation Innovation & some transformation Business-driven methods e.g. continuous improvement, BPR & TQM methodologies Incremental change No strong external drivers for change Organisational inertia Strong drivers for change Funding oriented more towards local transformations Transformations not always embedded institutionally Relationship between innovation and transformation in HE HE-specific innovative change & embedding processes & techniques Long-term smart partnerships (collaboration not competition - schools, faculties, institutions, employers, sectors, international) Business-like approaches 12 34

Changing people and culture Stakeholder engagement Student engagement Staff engagement Senior staff engagement 10

11 Getting Engaged

Student Impact Model 12

Who is it for? What needs developing? How – workshops, seminars, cascading, mentoring, coaching, shadowing, consultancy 13 Capacity Building

So what is the overall institutional vision for OER and what are the accompanying strategies to lead to its realisation? Embedding or aligning with strategies, systems, initiatives and services 14

What lessons have been learned from the last two days about Curriculum development processes and OER? Staff development and OER? Reward and recognition processes? Performance development? Quality assurance and enhancement? And…. Creating appropriate organisational structures 15

Focus on impact – NOT output; NOT outcomes What benefits will your OER project bring? What value will your OER project add to student and staff experiences? Becoming more businesslike and entrepreneurial 16

Developing a VfM strategy What is VfM? What can VfM do for you? What happens when VfM goes wrong? What is your VfM strategy?

What is VfM? A measure of use of resources to achieve a particular outcome Comprising three elements Economy Efficiency Effectiveness A powerful force for positive change

What is VfM (cont)? The Value Chain:- Theoretically helpful, practically useful… difficult to measure? Costs (£)InputsOutputsOutcomes EfficiencyEffectivenessEconomy Qualitative Quantitative Value for Money

When VfM goes wrong False economies Cuts in service Incomparable benchmarks Rigid targets with unintended outcomes Number magic Poor customer involvement The value chain is key

Steve Outram Going on from here... Guidelines for bringing about cultural change Always link to vision, mission and objectives Create a sense of urgency and continually reinforce the need for change The how is as important as the what Attend to stakeholder issues Build on the old, step into the new Generate enabling mechanisms Act as role models Create a community of flexible leaders Insist on collective ownership

Your own website Your own newsletter Meetings and more meetings Showcasing Consultancy Social networks 22 Keeping People up-to-date

Thank You Reference Sustaining and embedding innovations A Good Practice Guide – Peter Chatterton 2010 See nnovation%20-%20from%20invention%20to%20systemic 23