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OPENING AND WELCOMING
Tobie de Coning
date of presentation Copyright Advancement Academy 1
date of presentation Copyright Advancement Academy 2
A WORLD OF WELCOMEINTRODUCTIONSPROGRAMME STRUCTURE AND OVERVIEWTHANK YOU
Advancement Leadership Development: Conceptual ModelP.
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Dev Goals• Know-
ledge
• Under-standing
• Insight
• Inte-gration
Selfstudy
Classroom learning
Experiental learning
Integration
University Strategic Positioning and integrated Advancement
Tobie de Coning
date of presentation Copyright Advancement Academy 4
Other Universities’ offerings
Stakeholders’ needs
University’s offering
How University responds to societal and stakeholder needs in manner that is distinctly different and better
Major challenges
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• How to differentiate your University from the rest of the pack
• How to attract and sustain sufficient support for your University
• How to serve societal needs with your University• How to attract the best staff and students• How to become the preferred recipient of/conduit for
external support• How to ensure optimal fit between your University and
societal needs (Science in service of society)• The list continues and continues…..
The key….
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• Integrated Advancement which via push and pull dynamics propels the University to a strategic position of being both different and better than its competitors
Basic foundations
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• A dialectic approach whereby advancement irocontext, content and processes are integrated as an integral component of the University’s being
• Advancement is not about selling the University via a haphazard approach to an undifferentiated target market
• Advancement is based on sound institutional strategy and integrated marketing principles
• Owned by highest level of executive leadership in university and co-owned by both staff and students as well as key external stakeholders
Some principles
• ‘Outside – in’ approach whereby the differentiated needs of both external as well as internal stakeholders are satisfied by benefits which link the properties of university services with the needs of target markets
• In the process Advancement should guard against the Icarus paradox:
– Becoming irrelevant tinkerers
– Salesmen
– Navel gazing
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a compelling higher order vision
• Sound Strategic Management principles are a prerequisite for Advancement Success
• Commences with a rallying vision for the University which allows for sustainable differentiation of your university in a fiercely contested and overcrowded advancement environment
• Such a vision should be externally linked with the vexing challenges facing society in a glocal context (otherwise you will be accused of being an irrelevant and costly ivory tower)
• Internally exciting, rallying and directly related to the University’s core business (without this you will not get the all important co-ownership of both staff and students)
• It should be challenging but achievable and credible
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Patient strategic dialogue
• Must build a groundswell i.e. enthusiastic internal and external for the vision, ongoing strategic dialogue with key external and internal stakeholders provides the key:– Enlightened and balanced self-insight
– Expanded and appropriate worldview
– Expanded and relevant definition of who do we includewhen reflecting on the university’s internal and external footprint
– Appropriate behavior by the university via all elements of its core business (i.e. research, learning & teaching, community interaction – in service of societal needs)
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‘Where’ to achieve the higher order vision
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• Requires careful and decisive application of:– Strategic gap analysis– Value innovation principles
IroAll aspects of the University’s current core business
Always– From the needs (current and perceived future needs
of our stakeholders)– And by a constant application of the principle of
CONCURRENCY!
Strategic gap analysis
Current stakeholders
New stakeholders
Current university services
New university services
Market Penetration
Service development
Market development
Diversification
Strategic value innovation
Research Learning & Teaching
Community Interaction
What should we do less off?
What should we stop doing?
What should we add?
What should we be very good at?
Employing…….
• Single loop learning: increasing efficiency of current services
• Double loop learning: improving effectivenessand relevance of current services
• Triple loop learning: Transforming university and its services to something that is distinctly different and better (also far more relevant) to what it was before
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How to achieve higher order vision
• Decide on balanced portfolio of strategic opportunities and approaches:– ‘Fustest with mostest’
– Hit them where they ain’t
– Vertical integration
– Joint ventures
– Horizontal integration (internal % external)
• Beware: Mission drift and diluting of scarce resources
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Requisite material for advancement
• Outcome should be a range of potential strategic initiatives which are:– Aligned with the chosen higher order vision
– Needs based
– Embedded in the University’s core business
– Owned by enthusiastic academic leaders
– Feasible (finance, market, technology & infra structure, requisite competencies)
– Supported via seed capital
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Balanced advancement should leverage
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University’s range of research, Learning & Teaching and Community Interaction Programmes
University’s ‘people’ – both leaders, staff and students as well as key stakeholders
University’s geographical location, infrastructure, facilities, technology
University’s reputation (including reputation for good governance), own financial investment, systemic sustainability, partnerships,etc)
Implementing your Strategy
Anyone can craft strategy but it takes real skill to implement it
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Implementing Strategy
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Build an OrganizationMarshal resourcesInstitute policiesPursue best practices and continuous improvement Information and operating metrics and systemsTying rewards to strategy and goalsShape corporate cultureExert leadership (walk the talk)
Building a Capable advancement organization
• Staffing
• Build core competencies
• Develop an appropriate organizational structure
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Building a capable advancement organization
• Staffing
– Find the right people
• Background, experience, values, personality and management style
– Build core competencies
• Find out what competencies are needed
• Develop the ability to do something
• Hone skills with experience
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Building a capable advancement organization
• Build appropriate structure
– Structure must support strategy
– What value chain activities should be performed inside the university and which outside
– Structure internal organization around core value chain activities.- what we do well
– How much centralization and decentralization
– Don’t build walls (silo’s)
– Link to stakeholders and strategic allies
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Marshal Resources
• Marshal Resources
– Move resources to areas where the strategy requires
– Insure there are enough resources to fund (leverage) new initiatives (you cannot fly on empty)
– Reduce resources where not needed
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Policies and procedures
• Provides top down guidance about how certain things need to be done
– Helps align the action and behavior of university staff with the requirements for good strategy execution
– Places limits on independent action and helps overcome resistance to change (without starving creativity and intrapreneurship)
date of presentation Copyright Advancement Academy 25
Policies and procedures
• Helps enforce consistency in how strategy-critical activities are performed in geographically scattered organization units.
• Promotes the creation of a work climate that facilitates good strategy execution
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Best Practices and Continuous Improvement
• Bench Marking
– Find the best approach a particular task
– Collaborative effort to share information
– Reverse engineering
– Modify best practice to fit your university’s situation
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Best Practices and Continuous Improvement
• Total Quality Management
–Continuous examination of processes, organization and structure to get incrementally better.
–Bottom up structure
–Metrics – ‘what gets measured gets done’
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Reward Systems
• Reward the right things
• Monetary rewards
• Non monetary rewards
• Reward for results not activities
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Above all- avoid procrastination!‘FLY THE AEROPLANE WHILST
BUILDING IT”
MISSING THE AEROPLANE
CRASHING THE AEROPLANE
Time
High
Low
Moving towards the SU preferred future over time
2001 2007 2012 2016 2030
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The Hope project
External environmental triggers and driving forces (incl National Dev Plan)