1. 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

2. 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

3. “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

4. 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

5. 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 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

6. 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

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