Creating Value

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Creating Value Learning resources for managers to
deliver efficiencies whilst improving
effectiveness
Patrick Kennedy, Director of Strategic Planning
and Change Iain Springate, Project Manager
Researcher
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Introductions

• Welcome and project overview
• Discussion
• Emerging findings
• Activities at Exeter
• Discussion

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Re-Branding!
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Creating Value

• Aims to develop learning resources for managers
  in HE to aid them in generating efficiencies,
  whilst boosting effectiveness
• Funded by HEFCE (matched-funding) and led by the
  University of Exeter in partnership with the
  University for the Creative Arts, University
  College Falmouth and the University of Sussex

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Project Activities
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Discussion

• Have your institutions been implementing any
  changes to deliver efficiencies, and if so what
  are they?
• What are the main challenges that you have faced
  when doing this?

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Partner activities

• Exeter Drive out the efficiencies from the
  recent transition to colleges
• Falmouth Using Enterprise Architecture as part
  of a change management cycle
• UCA Structural organisational change to
  deliver enhanced international support functions
• Sussex Strategic and operational efficiencies in
  relation to enhancing the student experience

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Creating Value Emerging Findings

• Based on literature review, interviews early
  reports from institutional projects
• Organisations that thrive
• Challenges
• Key principles for delivering efficiencies

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Who thrives when times are tough?

• Organisations that have a focus on core
  business good cost control and positive and
  committed managers.
• Organisations that focus on reducing costs
  through operational efficiencies, whilst
  investing in RD, assets and marketing.

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Challenges
Enabling and sustaining culture
change Resistance poor performance higher
profile than reduced cost communication
involvement of managers key. Capacity Time
skills training/consultants Trickle-down of
complexity and ambiguity Need pragmatism,
judgement, tolerance of ambiguity and
flexibility/adaptability communication by senior
managers is key Challenge to HR? Delivering
short-term measureable change in a long-term
context
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Key principles Management leadership

• Commitment to changes
• Involvement in changes
• Fully understand the what and why

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Key principles Supporting staff

• Communication/training/information
• Specialist skills
• Ongoing feedback incentives

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Key principles Planning change

• Data use
• Fit of interventions with organisational
  culture
• Pilot projects
• Embedding for sustainability (e.g. LDPs
  performance management frameworks strategic
  documents etc.)
• Vertical/horizontal integration of processes.

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Key questions

• Do I understand clearly what is expected of me?
• Do I have the necessary skills and expertise to
  be able to behave in that way?
• Do the organisations systems, processes and ways
  of working reinforce and encourage that
  behaviour?
• Do I see other people in the organisation,
  particularly the more senior and key leaders,
  acting in that way?

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Ripe for Lean?
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Exeter initiatives

• Firstly the drivers, short long-term
• Major re-organisation transition from Schools
  to Colleges
• Creating Value Group Value for Money Committee
• Staff suggestion scheme
• Benchmarking ---gt Data mining
• The support messaging from the top

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Two questions for discussion

• What would help managers at your institution
  deliver efficiencies (with effectiveness)?
• What would you like to see from our learning
  resources for managers? e.g. in terms of content
  and format

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Keeping in touch
www.twitter.com/morewithlessHE http//www.exeter.
ac.uk/spc/stratplan/hefcecreatingvalue/ I.E.Sprin
gate_at_Exeter.ac.uk