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Webinar Recordings

Published
April 3, 2024

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The Strategic Planning Checklist

17 Critical Mistakes to Avoid in Higher Education

By: Dr. Daniel Seymour - Tenured Professor, Administrator, and Consultant

Learn from a research-based analysis of over 250 colleges and universities.
Abstract: Learn from a research-based analysis of over 250 colleges and universities. What is the difference between the Strategic Plan and Strategic Planning? How do we ensure planning is not a one-time event, but an ongoing organizational learning cycle that endures the changing environment? The analytic framework featured in this webinar is a Strategic Planning/Organizational Planning Cycle that derives a series of “what not to do” dictums (guidelines?) that support higher education institutions. Don’t make these critical mistakes derail you during these uncertain times

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Planning for Higher Education Journal

Published
June 21, 2023

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Optimizing for Growth

Long-Term Planning Is Essential During an Institutional Merger, Acquisition, and/or Geographic Expansion

By: Clayton Mitchell, MS, PE, CEM, and Chuck Rudalavage, BArch, AIA, LEED AP

Thomas Jefferson University focused on culture, communications, and collaboration during a transformational period of combining institutions.

From Volume 51 Number 3 | April–June 2023

Abstract: Accurately planning long-term strategy can be a shaky task for quickly-growing organizations, especially those that desire to maintain a strong impression on their stakeholders and surrounding communities. History shows that mergers and acquisitions can negatively impact an organization’s culture, communication initiatives, and internal and external experiences. Thomas Jefferson University, a longstanding private medical research university in Philadelphia, educating scholars since 1824, in recent years merged with Philadelphia University and further expanded its footprint through the aligned Thomas Jefferson University Hospital. The authors of this article describe how to collaboratively optimize growth during a transformational period.

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Webinar Recordings

Published
June 7, 2023

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Leveraging New Tools to Revolutionize Transformation Efforts and Outcomes

By: Robert Brodnick, Sierra Learning Solutions | Robert DiCenzo, Massachusetts College of Pharmacy and Health Sciences | Joseph (Tim) Gilmour, Strategic Initiatives, Inc. | Donald Norris, Strategic Initiatives, Inc.

This webinar showcases a collection of revolutionary tools being used in transformation campaigns. These tools have dramatically improved the experience and effectiveness of teams and coalitions engaged in strategy crafting and orchestration.
Abstract: This webinar showcases a collection of revolutionary tools being used in transformation campaigns. These tools have dramatically improved the experience and effectiveness of teams and coalitions engaged in strategy crafting and orchestration. The session will feature Zoom/Miro/new assessment tools combined with design-thinking-based processes to mainstream virtual/hybrid planning experiences. These have facilitated high-quality, enthusiastic engagement of teams and coalitions on an ongoing basis throughout strategy crafting and orchestration.

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Webinar Recordings

Published
May 24, 2023

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Destination 2030

The Need for Transformation Architects

By: Edward Inch, PhD, Minnesota State University – Mankato | Lynn Akey, PhD, Minnesota State University – Mankato | Linda Baer, PhD, Strategic Initiatives and Minnesota State University – Mankato

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Webinar Recordings

Published
April 26, 2023

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Transform Existing Planning and Implementation Processes

An Overview of the Webinar Series and Case Study of the MCPHS School of Pharmacy-Boston

By: Robert Brodnick, Sierra Learning Solutions | Robert DiCenzo, Massachusetts College of Pharmacy and Health Sciences | Joseph (Tim) Gilmour, Strategic Initiatives, Inc. | Donald Norris, Strategic Initiatives, Inc.

Join us as a panel of experienced leaders provide an overview of a systematic approach for getting started on transformation.
Abstract: Join us as a panel of experienced leaders provide an overview of a systematic approach for getting started on transformation. The primary focus will be on how to redirect traditional strategic planning processes into ones that center on transformative and continuously adapting strategies rather than the relatively inflexible plans currently used by most institutions.

Additionally, presenters will describe how to transform existing ineffective approaches for the “implementation” of strategic plans through “orchestration.” This approach weaves together all of the ingredients needed for successful implementation—strong leadership, needed organizational capacity, necessary changes in culture, and measures to assess goal achievement.

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Planning for Higher Education Journal

Published
April 6, 2022

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Teetering on the Demographic Cliff, Part 3

Different Conditions Require a Different Kind of Planning

By: Bryan C. Harvey, EdD

Higher education has faced major changes for some time—COVID-19 accelerated that volatility—and now we’re anticipating the demographic downslope in student enrollment. How and when should institutions mobilize for the difficult work of planning in the face of wrenching change?

From Volume 50 Number 2 | January–March 2022

Abstract: Part 1 of this series described a major contraction in the pool of college-going 18-year-olds that will reverse decades of growth and stability for higher education. Part 2 explored how we can shape a planning context that supports success in the coming 10 or 20 years. Part 3 suggests how our approach to planning must shift to prepare for abrupt change.

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Webinar Recordings

Published
February 28, 2022

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Transformation Best Practices in the Decade Ahead

By: Donald M. Norris, PhD, Strategic Initiatives, Inc. | Joseph (Tim) Gilmour, PhD, Strategic Initiatives, Inc. | Linda B. Baer, PhD, Strategic Initiatives, Inc.

Inexorable challenges demand that higher education transform . . . and that transformation needs to start now. Learn more about these challenges and the knowledge, skills, and capabilities an institution needs to transform in the coming decade from the authors of the new book Transforming for Turbulent Times: An Action Agenda for Higher Education Leaders.

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ebook

Published
January 25, 2022

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Transforming for Turbulent Times

An Action Agenda for Higher Education Leaders

By: Donald Norris, Joseph (Tim) Gilmour, Linda Baer

Transforming for Turbulent Times: An Action Agenda for Higher Education Leaders can prepare your institution for the new learning ecosystem that will revolutionize work and learning by 2030. This book outlines a proven, eight-step process for planning, leading, navigating, and orchestrating the transformation necessary to thrive in the new world of knowledge, work, and learning. Whatever your role in your college, university, or learning enterprise, you’ll learn the principles, techniques, and actions that will make you indispensable to its transformation in these turbulent times.
Abstract: Higher education is entering a period of unparalleled turbulence. By 2030, a global knowledge, work, and learning ecosystem will revolutionize work and learning. It will empower individuals to fuse learning, living, and work over 60-year time spans. Tens of millions of additional learners—or even more—will be added to the global learning force. To compete in this rapidly expanding arena, traditional institutions will need to transform, starting now.

Transforming for Turbulent Times: An Action Agenda for Higher Education Leaders will help you support your institution in its efforts to rise to these challenges.

This book outlines a proven, eight-step process for planning, leading, navigating, and orchestrating the transformations necessary to thrive in this new ecosystem. Whatever your role in your college, university, or learning enterprise, you’ll learn the principles, techniques, and actions that will make you indispensable to its transformation in these turbulent times.

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Webinar Recordings

Published
November 15, 2021

Higher Education Business Models Under Stress, Part 1

Board Oversight of Finance and the Business Model: Key Indicators and Trends for Scenario Planning and Stress Testing

By: Verne O. Sedlacek (Moderator), Valparaiso University Board of Directors | Carlton Brown, AGB Consulting | Lawrence R. Ladd, AGB Consulting | Melody Rose, Nevada System of Higher Education

Join a panel discussion on business model transformation moderated by Verne Sedlacek, vice board chair of Valparaiso University with guest panelists Melody Rose, coauthor of AGB’s new book, Higher Education Business Models Under Stress, and AGB consultants Carlton Brown and Larry Ladd, experts in higher education budgeting, finance, and strategic planning.
Abstract: Securing financial viability requires an engaged board that is monitoring the right trends and campus indicators, asking the right questions of campus leaders about the institution’s finances, and doing the scenario planning and stress testing necessary to transform a business model under stress.

The governing board’s fiduciary duty to steward the institution’s financial health requires that boards and leaders consider business model transformations, and plan for a range of scenarios like mergers, affiliations, strategic partnerships, and even—when all other options are exhausted—final transformations such as campus closures when continued mission fulfillment is impossible.

This is part one of a two-part webinar series delivered in partnership between SCUP and the Association of Governing Boards of Universities and Colleges (AGB), “Higher Education Business Models Under Stress: Planning for Successful Transitions”. This series will help build your fiduciary understanding of your institution’s business model as you prepare the campus for a range of possible business transformations, from mergers, strategic affiliations, corporate partnerships, or even the ultimate scenario of a campus closure. View the recording for part two, “Graceful Business Model Transitions: Planning and Executing a College or Campus Closure”.

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Planning for Higher Education Journal

Published
November 5, 2021

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The Integrated Triad

Apply the Three Time Horizons Perspective to Planning and Governance

By: Jim Downey, PhD

An integrated model of three horizons, three areas of planning, and three types of governance is presented as a framework for institutional leadership.

From Volume 50 Number 1 | October–December 2021

Abstract: The global COVID-19 pandemic has fundamentally changed the world of higher education. As institutions look to the future, beyond the end of the pandemic, significant uncertainty exists. There is little question that colleges and universities will have to do a better job at planning, and boards at governing, to flourish in the years ahead. In this article an integrated model centered around three different time horizons, three areas of planning, and three types of governance is presented. The model can serve as a framework to demonstrate how these are all related, self-reinforcing, and usable as an aid for institutional leadership.

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