leading change in business schools...leading change in business schools: organizational alignment...
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LEADING CHANGE IN BUSINESS SCHOOLS:ORGANIZATIONAL ALIGNMENT FOR DEVELOPING LEADERS
Ali DastmalchianDean, Beedie School of Business
Simon Fraser University, Vancouver, Canada
FORCES FOR CHANGE
From Orientation and Emphasizing the Wrong Goals (Bennis and O’Toole, 2005;
Puffer and Fong, 2002)
More recent commentaries (Handy, 2012; cRRBM, 2017; AACSB’s BizEd, 2008; 2018).
No Shortage of Suggestions…..
TRENDS• Flexibility in Delivery, Digitization and
Blended • More Specialized Graduate Programs• Considerably more on soft/managerial skills• Work closely with other faculties• Ethics and Leadership—learning by doing• Different approached to internationalization
and Experiential Education…
LEADING CHANGEFor change to occur, it helps to have a receptive faculty willing to endorse a
meaningful change agenda for the benefit of the whole school.
(Lorange et al, 2014)
Walking the Talk! Why Can’t Business School Deliver on What They Promise?
INTRODUCTION TO THE BEEDIE SCHOOL OF BUSINESS
THE BEEDIE SCHOOL OF BUSINESS
3 CAMPUS OPERATION
DUAL ACCREDITATIO
N
PROGRAM MANAGEMENT
GRADUATE (12)
UNDERGRADUATE (2):
Burnaby and Surrey
EXECUTIVE ED (1)
AREA COORDINATORS
Areas (10)
Faculty (95)
Staff (90)
CENTRES/INSTITUTES
- Centre for Asia Pacific Business Studies
- CPA Innovation Centre
- Centre for Global Workforce Strategy
- Centre for Corporate Governance and
Sustainability
- Charles Change Institute
ORGANIZATION STRUCTURE
Undergraduate• 1 Program (BBA)• 8 Concentrations• Range of Certificate/Double Degrees/MinorsGraduate• 11 programs Exec Ed• Custom, International,
Open
Research• Strong research orientation
2016/2017
4,450 (3540 FTE)
TOTAL STUDENTS
STUDENT DETAILS
Total 2016/17
Intake 2016/17
Undergrad 3700 685Graduate 730 470
PhD 20 3-5
25,000
PROGRAMS STUDENTS
ALUMNI
CHANGE PROCESS
- 100 Questions
- 6 Themes
- Discussion & Ideas
Vision&
Calling
Strategy &
Priorities
✓ A1 - Constitution
✓ A2 - Org Structure
✓ A3 - Advisory Board
✓ B1 - Recruitment
✓ B2 - Collaboration & Recognition
IP C1 - Branding & Communications
✓ C2 - Engagement Strategy
IP D1 - Programs
IP D2 - Executive Education
✓ D3 - International
Alig
nmen
t of S
trat
egie
s
Aca
dem
ic P
lan
& G
row
th
Cha
rt
Discovery
BEEDIE 2022
Idea Generation
Idea Finalization
Action/ Implementation
Strategic Planning
- 8 Groups
- Feedback from faculty
- Presentations
- 80+ Ideas
Jan - Apr 2016 May - Oct 2016 Dec 2016 - Mar 2017 Sept 2017 - Sept 2018 Sept 2018 - now
B3 Boosters B3 Review Team
Discovery
100 Question
sIdea
Generation
B3 Recommendation
sIdea Finalizati
onStrategic Priorities
Action/Implementation
Vision to Action & Beedie 2022
Strategic Planning
Growth Chart
CHANGE PROCESSPHASE OUTCOME
DISCOVERY
Discovery & Idea Generation
DISCOVERY• 100 Questions• 3 months (January-March)
– Approx. 85 individual faculty members– Approx. 6 faculty areas– Approx. 20 individual staff members– Approx. 12 units/groups in the Beedie School
• Purpose: “Lay of the land”
100 QUESTIONS
Categories:• Overall School Features• Programs• Students• Faculty• Alumni• Business/Government/
NGOs/Professional & other Associations
• Employers• Executive Education• International Relationships
& Connections
THE PULSE
IDEA GENERATION
Discovery & Idea Generation
IDEA GENERATION(MAY-NOV 2016)
• 6 Themes (Governance, Culture, Relations, Branding, Ext Connections, Resources)
• 12 groups, 119 participating• Online space for discussion/output
– 75% participation (145/195 members)• Advisory Group established
– B3 Boosters• Mid-way and final presentations
– 101 and 125 people participated
RETREATS
MID-WAY PRESENTATIONS
FINAL PRESENTATIONS
IDEA FINALIZATION
Idea Finalization& Implementation
IDEA FINALIZATION• Nomination of a review group
– B3 Review Team –Elected (B3RT)– To prioritize ideas and move things forward
• Strategy Retreat & Vision Development– Vote of support (March 2017)– Faculty: 81.5% in favour/Staff: 98.3% in favour
• Strategic Priority Development– 10 Strategic Priorities identified for Phase 1
implementation in 2017-18
Beedie 2022
Our Vision for 2022 has three elements
OUR CALLING
OUR PEOPLE
OUR VALUES
Beedie 2022
Our Calling:
We develop innovativeand socially responsible
business leaders with a global perspective through education, inspired by research
and grounded in practice.
KEY CHALLENGES?(DEFINING; WALKING THE TALK!)
LeadershipResearch Inspired
Grounded in Practice
Innovation
Global PerspectiveSocial
Responsibility
Students, ResourcesMarkets/EmployersNew Experiential…
Faculty, ProgramsEmployersOur Culture, Research
ProgramsBeing First!Our Culture
Scale, ResourcesNot about IB!Spec. Areas, Our Culture
Our Values:To deliver on our calling, we will live by our Core Values (DARE):
Diversity: We create a collaborative and inclusive environment through respect for one another’s diverse individual passions, strengths, and contributions.
Action: We generate impact through our innovation, agility and thoughtful experimentation.
Research: We celebrate and support our scholarly curiosities to challenge convention and generate knowledge.
Engagement with Purpose: We produce positive societal and economic outcomes through engagement with our local and global communities.
Beedie 2022
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TITLE HERE
ACTION / IMPLEMENTATION
Idea Finalization& Implementation
ACTION & IMPLEMENTATION• Vision to Action creation
– To define key areas of our vision for ‘action’• Groups formed to tackle strategic priorities
– Constitution and Organization Structure among the first to be formed
• Continued B3RT meeting and Strategic Priority updates– Ongoing communication of outcomes to
faculty and staff
PROGRESS UPDATES
STRATEGIC PLANNING
Strategic Planning& Alignment
STRATEGIC PLANNING• Alignment of strategies
STRATEGIC PLANNING• Growth chart/Financial Model
CONCLUSION
CONCLUSION
SOME REFLECTIONS?• Vision driven programing and identity is more
complex than it appear! • Creating the context for developing leaders takes
energy, culture change and requires trust and collaboration. Are business schools up to it?
• Focus on long-term and sustainability of the changes ….. (they need to last beyond one dean’s tenure….)
• Not all change processes take the same amount of time, energy and support..….Differentiate! (and celebrate succeses!)
REFLECTIONS….• Have a good advisory/support/leadership
group to move things forward• Integrate the change process into regular
operations, programs, governance, and research focus of the school….
• Don’t stop moving forward/improving…• Walking the talk is the most important
evidence of business schools showing leadership themselves….
LEADING CHANGEIN BUSINESS SCHOOLS
Dr. Ali DastmalchianProfessor and Dean, Beedie School of Business
Simon Fraser University, Vancouver, Canada