PIPaL: JISC BCE at Loughborough

3.5 Readiness for Change

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We are fortunate that this is an area that senior management at Loughborough are already committed to, and a number of initiatives are under way at present:

  • The Enterprise Office is currently trying to work more closely and build internal relationships with Academics, in order to be able to better support them in commercialization of their work.
  • Marketing and Communications are building a register of experts able to assist in external promotion of the University’s work.
  • A pilot project using Raiser’s Edge to share information between the Vice Chancellor’s Office, DARO and Marketing is underway.
  • The University’s Strategic Plan[1] has clear objectives for the exploitation of strategic partnerships and the further engagement of business and the community.
  • A new role of Head of Business Partnerships has also been created to support the development of strategic partnerships, and this is presently being advertised.

In order to further develop relationship management at Loughborough a more unified or partner centric view must be devised of the institution’s business and community partners. The challenge is significant in that it directly involves third parties, the possible re-engineering of business processes and information across the University – overcoming limitations resulting from organizational boundaries and functional responsibilities. Such an initiative will require a programme of business change and development, driven by agreed management objectives and priorities, and implemented in phases.

In stimulating discussion with our stakeholder group we used the high level matrix diagram shown below.  This condenses what we felt were the key elements of several of the JISC Self-Analysis Framework templates.  Our stakeholders found this much more approachable than the templates, which are perhaps best used “behind the scenes” as a tool for business analysts.

Subject Area Current position Where do we want to be? How can we move forward?
Range of BCE services/partner types & groups covered
Partners inwards view/ creating customer value
Functional & University wants/needs/benefits
Functional & University weaknesses/issues
Data duplication/unified partner view
Efficiency/performance
Management Information & KPIs
Security & Ownership
Also  consider:
Key Drivers for change
Readiness for change
Timescales
PRM SMART measures of success
Recap HEI-centric or Partner-centric

With only minor modifications to use more accessible language we believe that this matrix approach is one that could be used across an organization with staff working at all levels to develop a common view at both operational and strategic levels.

A simple model for a largely unified database of partner information to support the various units and sections is presented below.  We have shown Raiser’s Edge continuing as a discrete product, with interfaces to ensure two way data flow where relevant.  We anticipate that some of the special purpose institutional systems touched on in this report (such as myIP and RACE-2) would continue in their present form, but with interfaces wherever feasible to reduce duplication of data and improve information sharing.


[1] http://www.lboro.ac.uk/admin/policy/strategic_plan.pdf

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Written by Martin Hamilton

September 4, 2010 at 8:35 am

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