Learning Resources

Abstract: While transitioning to a fully remote experience in response to the pandemic, rural Pennsylvania’s Juniata College stayed true to its founding tenets of peace, simplicity, and community. Provost Lauren Bowen talks about the liberal arts institution’s deliberate framing of the crisis response as a shift in format, encouraging each constituency to be mindful of its individual needs while managing connections and expectations.

Abstract: Northern Kentucky University (NKU) used an expedited and focused strategic planning process by applying Govindarajan’s (2016) Three-Box Solution to simultaneously manage the past, present, and future. A Core Team, supported by multiple resource teams consisting of representatives from all NKU constituencies, gathered input from nearly 2,000 stakeholders. The resulting Success by Design strategic framework concentrated solely on student success. This article describes the ongoing, iterative approach and offers recommendations for those seeking to develop widespread buy-in and unleash the innovative spirit needed to make their institutions more student-ready.

Abstract: Southeast Community College (SCC) transformed its departmental planning by embedding a cultural goal within its strategic plan. The goal focused on creating a positive, reflective, inclusive, and transparent institutional climate—through the implementation of departmental FAST goals. That goal type refers to those that are frequently discussed, ambitious, specifically measured, and transparent, which represents an alternative to the commonly used SMART goal-setting approach. This article describes how a change of climate at SCC set the stage for the conversion to FAST goals—and improved engagement in and ownership of strategic and departmental planning.

Abstract: The past month has been trying for all of higher education. How do we transition our constituents from crisis to collaboration in order to meet the needs of the entire campus community? In this conversation, Mike Martin, Associate Dean Science, Math, and Health at John Carroll University discusses how the administration addressed the first few weeks of the COVID-19 crisis and how they have creatively shifted gears with students and faculty toward what’s next.

Abstract: While the majority of their students are online, it’s not so easy to take the same methodologies to deliver on mission when quickly switching their residential students to an online environment when expectations are different. Cynthia Tweedell, Assistant Vice President for Institutional Effectiveness, Ohio Christian University talks about how this faith-based institution with a personal touch is working through the transition for students, athletes, and summer programs.

Abstract: Working professionals have unique demands on their time, effort, and energy that challenges individual academic pursuit. By engaging working professionals with precise strategies adapted from business, the University of Kansas Edwards Campus (KUEC) has transformed student engagement and increased enrollment 21.5% in two years. Come learn how KUEC is recruiting well-qualified, motivated students by adopting industry sales techniques focused on vetting qualifications and pre-requisites, bridging adviser communications, and reengaging prospects to materialize student outcomes.

Abstract: In April of 2017 the University System of Georgia (USG) launched a system wide initiative, known as the Comprehensive Administrative Review (CAR). The charge was to identify and implement administrative service improvement, efficiencies, and administrative cost savings that can be redirected to student success efforts and core academic programs. As Chair of the CAR Steering Committee, Dr. Marrero will outline the objectives of the CAR, the process, implementation and reporting structures, and the results to date. Furthermore, as a President of two USG comprehensive universities during the process of and initial implementation of CAR (University of West Georgia and Georgia Southern University), Dr. Marrero will provide an institutional perspective and insight into building a culture of high performance with a focus on evidence-based leadership, accountability, and continuous improvement. The session will highlight why investing in and engaging your people is critical in building a culture of continuous improvement.

Abstract: It has often been said that culture eats strategy for breakfast. While that can often be true, it does not have to be that way. Culture and strategy can be close companions and highly complementary when positioned as mutually reinforcing parts of the planning process. When strategy is developed with an appreciation for cultural strengths, it has a better chance to move beyond words on a screen or on paper. At the same time, organizational strategy can strengthen and reinforce an improved organizational culture.

Georgia Tech is using a technique called appreciative inquiry to build a positive, productive culture through the strategy development and implementation process. This approach reinforces the positive elements of the current culture while clearly defining the cultural attributes needed for success in the future.
This discussion will explore ways to draw out the best in organizational culture to create an effective strategy while also using strategy to steer culture in a positive direction.