Leading Reorganizations

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Leading Reorganizations

• Tara Lynn Fulton

Nercomp Workshop Wesleyan College Middletown,
CT January 14, 2000
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Introduction

• The experiences of CIOs who have merged computing
  and libraries
• Focus on choice of organizational structure
• Dissertation research
• Plus our experience at Bucknell

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Topics of Discussion

• What organizational structures are chosen?
• What factors influence the choice of structure?
• What themes emerge with CIOs?

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The research

• 7 mid-sized institutions
• 7 CIOs
• Merged 1993-1997
• In-depth interviews and document analysis

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CIO vision of level of integration

• Libraries and computing will remain fairly
  distinct for the foreseeable future
• There are areas of intersection that should be
  focused on for integration
• We will become a hybrid of the two current
  organizations, but areas of specialization will
  continue

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Merger metaphors

• Collaboration
• Marriage
• Blending
• Knitting
• Loose confederation
• Synergy
• Living together

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Traditional and new org models

• Bureaucracy
• Cybernetic/open system
• Political arenas
• Matrix structures (product and function)

• Flattened hierarchies
• Self-managed teams
• Adhocracies
• Boundaryless/virtual
• Networks/webs

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The moment of truth
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Types of structures chosen

• University librarian 2-4 computing
  directors cross-functional teams
• Directors of 3-5 semi-integrated units with
  constituent focus
• 8-12 hybrid units with some managers and some
  teams cross-functional teams
• Team leaders reporting to 2-3 middle managers

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What has/hasnt changed?

• Library technical and public services are still
  separate in most cases
• Administrative and academic computing are still
  separate in most cases
• Media services is a frequent area of contention
  often a target for integration
• Average 10-25 of staff affected directly

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Goals for organizational structure

• Form follows function
• Evolution not revolution
• Avoid perception that one is absorbing other
• Organizational flexibility
• Maintain balance of staff
• Nurture leadership
• Structure must endure after the CIO leaves

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Factors that made no difference

• CIO age, sex, or professional background
• Type of institution
• Campus organizational culture
• Funding level

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Factors that made a difference in some cases

• Senior staff support
• Existing organizational structure
• Campus location
• Date of integration
• Pressure to solve a problem
• CIO business experience

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Institutional factors that usually make a
difference

• Staff geography
• Campus culture for change
• Mandate to integrate
• Staff readiness for change
• Faculty status for librarians

• Previous amount of interaction
• Staff size
• Personalities of incumbent leaders
• Existing amount of centralization

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CIO factors that often make a difference

• Were they promoted from within or hired in from
  the outside?
• How confident do they feel with restructuring?
  How bold can they be?
• Their preferences for certain types of structures

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CIO themes and advice

• No forced integration natural alliances
• Look for bridge positions and individuals
• There is no perfect model
• Look for opportunities
• Staff involvement
• Family-sized home base

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CIO themes and advice, cont.

• Make site visits and/or use a consultant
• Use the honeymoon period
• Its not about technology
• Use an open, visible process
• A shared vision is important

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ISR structure and approach

• Design Team CIO plus three inherited associate
  directors
• Computer center is team-based library is
  flattened hierarchy
• A few ISR teams

• Opportunistic evolution
• Just now articulating collaborative work
  environment
• Network/web?

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Why not a more radical choice?

• Later integration revolution known to fail
• CIO preference for organic change process
• Campus not prepared for faster blurring
• Functions not yet integrated
• Staff readiness for change
• More use of temporary structures

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Why it would work

• Trust among the Design Team
• Ability of Design Team to model
• Excellent history of collaboration cultures
  already bridged

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Other Bucknell factors

• Large organization 95 staff
• Staff geographically separated
• Didnt want either sides existing structure to
  win
• Stigma of teams in library

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Lessons from the 8 sites

• Cultural differences are not as problematic as
  anecdotes make them out to be.
• New organizational concepts are being integrated
  with traditional structures, but are not taking
  higher education by storm.
• Structures must be chosen to fit the institution
  and the individuals in them.

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Lessons from the 8 sites, cont.

• Structure may be a place to start or the end
  result of merger.
• Decisions are a combination of idealism and
  pragmatism.
• Cross-functional teams are not leading to more
  integration in silos.

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Lessons from the 8 sites, cont.

• Structure is often not the issue mergers do not
  need to involve massive reorganization.
• It takes 5-10 years to change a culture.
• The first year of being a CIO is a life-altering
  experience -- exhausting, lonely, demanding, but
  gratifying. We need more leaders who are up to
  the challenge.