ITServices Organizational Effectiveness Program

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ITServicesOrganizational Effectiveness Program

• Ted DoddsAVP Information TechnologyTracey
  EvansManager, People Relations
• June 15, 2004

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Presentation Overview

• OEP Phase I
• The Challenge
• Having the Confidence to Succeed
• Program Methodology
• Consultation Process
• Factors Influencing Effectiveness
• The New ITServices
• ITServices Mission
• Organizational Design, Structure, and Impacts
• OEP Phase II
• Four Steps
• Reflections

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OEP Phase I
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The Challenge

• Community expectations of ITServices have changed
  
• THEN Provide commodity services (Bookstore)
• NOW Core academic support unit (Library)
• ITServices structure and management approach have
  not kept pace
• ITServices is key to the success of e-Strategy
• Hampered by project delivery, customer service,
  cultural issues
• Community looking for inclusive, open IT
  leadership
• At all organizational levels

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Having The Confidence to Succeed

• Internal Ownership
• Persistent Sponsor
• Committed change agents on program team
• Staff input and involvement throughout
• Program Management Approach
• Series of initiatives managed in coordinated way
  to a common end
• End result more important than individual
  initiatives
• Short Term Wins, Long Term Gains
• 90-day initiatives created by our staff
• Cookie jar trust-based, staff initiatives w/o
  bureaucracy
• OEP Liaison group
• Alignment of existing initiatives to program
• Success Does Not Require Perfection

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OEP Phase I
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Consultation

• CustomerInterviews (40)
• Anonymous Staff Survey (106-139)
• Staff Focus Groups (150)
• ManagementInterviews (20)
• Advisory Committee

• Be reliable do what you sayBe flexible
  anticipate and/or adapt to changeDevelop deeper
  relationships with community, as trusted partner
• High meaning, identity, enjoy working
  hereLow systems procedures (!) management
  effectiveness
• Accountability clarity of rolesSpeed of
  decision-making
• Scarce resources multiple prioritiesSpeed of
  decision-making accountability
• Self-imposed accountability to external group
• Encourage greater alignment of ITS to academic
  mission

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Factors Influencing Effectiveness

• Leadership and management
• Organization structure
• Shared purpose
• Roles and responsibilities
• Accountability

• Communication
• Internal processes and tools
• Decision making
• Priority setting
• Project management

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The New ITServices
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ITServices Mission

• We enable UBC students, faculty, and staff to
  excel by
• - providing outstanding technology leadership and
  customer service,
• - building collaborative relationships with our
  communities, and
• - ensuring delivery of highly effective systems
  and services on a secure and reliable IT
  infrastructure.

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Mission, Vision, Values, Guiding Principles
Business Processes or Functions
Organization Design

• Competencies
• Knowledge
• Aptitudes
• Skills
• Values

Reinforcing Systems
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Four Key Messages

• Provide IT leadership that is inclusive and
  reflects deep understanding of the UBC community
  and e-Strategy vision
• Deliver high-quality projects, services, and
  products
• Provide flexible, reliable, and highly scalable
  operations
• Offer support services that make it easy for
  people to find information and get support

e-StrategyPartnering Planning
Projects
Operations
Support
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Projects
Operations
Support
e-StrategyPartnering Planning
PartneringServices
Project Management
IT ServiceCentre
Connectivity Infrastructure
Systems Infrastructure
e-Services
e-StrategyPlanning
Applications DB Support
e-Community Services
OperationsCentre
IT Security
NetworkManagement Centre
e-Learning Services
Financial Performance Acctg
ConnectivityServices
Telestudios
imPress
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Phase I - Impact on People

• Emotional and productivity impacts
• ITS 160 FTEs before restructuring
• 20 of staff impacted by the restructuring
• 18 MP and 14 CUPE positions will be removed from
  the organization over time
• Discontinuation of two units within ITS imPress
  and Telestudios
• 12 new positions will be introduced into the
  organization over time as needs and budget permit
• Building new capacity according to priorities and
  skill gaps
• Newly designed ITS 140 FTEs
• Continue looking for process improvements and
  efficiencies

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OEP Phase II
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OEP Phase II Four Steps
May 2004
March 2005
Stabilization
Alignment to Mission
Capacity Building
Driving Effectiveness
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OEP Phase II Four Steps

• Step 1 Stabilization - Goals
• Complete the transition and reconnect processes
• Clearly establish functional and cross-functional
  roles
• Reinforce a shared sense of responsibility for
  the success of ITServices
• Step 2 Alignment to Mission - Goals
• Develop meaningful and measurable
  customer-centric key performance indicators
  (KPIs)
• Connect each staff member personally to the
  mission to create a sense of shared purpose
  through the entire organization

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OEP Phase II Four Steps

• Step 3 Building Capacity - Goals
• Create a customer-centric culture measured
  through KPIs
• Support continuous process improvement
• Put in place people management processes that
  align performance and engage staff in their
  career development
• Develop a workforce that is flexible and
  resilient to change
• Step 4 Driving Effectiveness - Goals
• ITServices is an organization that is responsive
  to customer needs and continually working to
  improve (self-sustaining)
• Public reporting of performance
• Conclude the OEP

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Reflections
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Lessons Learned

• Clearly state your goals and desired outcomes
• Leverage an integrated, whole system approach
• Persistent sponsorship and engagement of staff
  critical to success
• Communicate, communicate, communicate
• Identify risks, develop mitigation strategies,
  and repeat
• Understand root causes, not just symptoms
• Changing culture changing behaviours

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Lessons Learned

• Actively challenge phantom constraints and the
  status quo
• Be agile to change or correct your course as
  needed
• When things dont go as planned, ask what can we
  learn?
• Remember John Kotters 8 steps for creating major
  positive change in organizations
• Higher education can be a leader in
  organizational effectiveness!

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the journey continues
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Questions, comments, discussion