Strategy Implementation

As we continue to work on the initiatives developed during our strategic planning process, we will use the strategy implementation teams that were formed several years ago. Each customer-focused team is lead by a member of the senior leadership team and includes representatives from each agency.  In addition, a member of the advocacy team and a member of the IT team serve as liaisons to each strategy team, if support from either of these teams is required on a particular project.

To fully integrate our process, each goal in the IPS strategic plan is linked to one of the UT System strategic goals as well as one of the Baldrige criteria. Nearly 60 individuals are involved in one or more of these teams. (See the team list below)

As we complete our APR process this year, one of the goals is to clearly link the work plan of each staff member to the work plan of his/her agency. If we accomplish this, then each individual should see a clear path between his/her work and the success of the University of Tennessee!

I look forward to hearing about the continuing work of our Implementation Teams this year. Visit the IPS SharePoint site to see team reports, meeting schedules and work plans.

https://utworks.tennessee.edu/ips/SIT/SitePages/Home.aspx

IPS Strategy Implementation Teams

2/3/2014

TEAMS

Team Leader

Central Office

CIS

CTAS

LEIC

Naifeh Center

MTAS

IPS Strategic Goal

UT Strategic Goal

Baldrige Category

IT Liaison

Advocacy Liaison

CUSTOMER FOCUSED

Promote Good Government

Thomas

Thompson

Hagan-Dier

Hayes

Kelley

Peevely

Cross, Neill

1

3

3

Shipley

Ketelle

Idol/Lane

Roberts

Mundy

Wolf

Strengthen Economic Vitality

Jennings

Thompson

Phillips

Spears, M.

N/A

N/A

Nevad, Deem

2

3

3

Erdmann

Phillips

Ketelle

Phillips

Wibking

Build Individual/Organizational Capacity

Garland

Thompson

Kelly

Kinloch

Ungurait

Mundy

Barton, Wyatt

3

3

3

Gordy

Thomas

Ridley

Moon

Peevely

Ely

ORGANIZATIONAL EXCELLENCE

Measurement/Results

Green

Shoopman

Cooper-Duru

Meyers

Miller

Peevely

J. Jones, Major

4

4

4/7

Gordy

Gossett

Moon

Mundy

Shipley

Workforce Development

Martin

Shoopman

Eddy

McCroskey

Smith

N/A

B. Jones

4

4

5

Gordy

Robertson

Ridley

Kinloch

Frederick

Operations

White

Shoopman

DePriest

Johnson

Miller

N/A

Whitehead

4

4

6

Walden

Stooksbury

Eddy

Roberts

Wolfe, Smeltzer

Leadership/Strategic Planning

Jinks

Shoopman

Jennings

Garland

Green

Peevely

Thomas

All

4

1/2

Gordy

Robertson

Thompson

Roles and Responsibilities

The two assistant vice presidents will oversee the two major  groups (customer focused and organizational focused)

The remaining members of the IPS leadership team will serve as team leaders

Agencies will have two or three members per team, depending on the topic.

IT and Advocacy will support all the teams.  They will have separate team meetings as necessary and will have a liaison to each strategy team who will meet with the team at the call of the team leader.

Each team should post meeting dates and times on the Outlook calendar so that the meetings are open to anyone interesed in attending.

Each team should post team minutes to the SharePoint site so any employee can keep up with team progress.

These two teams are internal support teams who do not have their own agenda, but rather support the work of the other teams. They will not be required to provide "strategy team reports."

IT Team (UTSA Communities of Practice and other IT initiatives)

Gordy

Gordy

Erdmann

Walden

Gordy

Gordy

Shipley

Advocacy Team (UTSA Goal 5)

Robertson

Stooksbury

Ketelle, Phillips

Gossett

Robertson

Robertson

Thomas

Organizational and Personal Change - Repost

In the past year, we’ve worked with several clients who are seeking to re-invent their organizations, transform their organizational culture, or successfully counter new threats in their competitive environment.  Each of these clients has grappled with the difficulty of implementing change.  As I reflected on their struggles, I began to wonder if there isn’t room for one more core value in the Baldrige Criteria – similar to one that already exists.  Is it time for a core value of “Organizational and Personal Change?” Executives who create sustainable organizations are those who can leverage change leadership skills to engage their workforce in the vision of “what could be” as well as executing the strategies and tactics necessary to achieve their new vision.  In addition to motivating their workforce to change, they role model the desired behavior by demonstrating their willingness to commit to personal change. We met with a CEO and company founder yesterday who has bold ideas for where his company can go and what they can achieve by 2020.  During our conversation, he also shared with us what he’s been reading, the networking he’s been doing, and the mentoring he’s been seeking.  He is eager to know what he needs to learn and the personal behaviors he needs to modify to successfully lead the change for his organization.  He exemplifies what we have seen in leaders of award-worthy organizations that embrace both organizational and personal change. If you’re trying to lead a large-scale organizational change, have you looked at your own attitude toward change?  Our experience has shown us that the most successful and sustained organizational changes include a healthy component of personal change on the part of the senior leaders. In closing, I’d like to share with you “The Ten Laws of Change.”* For insight into personal change, look at Laws 9 and 10. 1.     Change begins and ends with the business - not with change. 2.     Change is about people. People will surprise you. 3.     There is information in opposition. 4.     The informal network is as powerful as the formal chain of command. And you get to design your informal network. 5.     You can't draft people into change. They have to enroll. 6.     It's not a calling. It's a job. 7.     Forget balance. Create tension. 8.     No change agent ever succeeded by dying for his company. 9.     You can't change the company without changing yourself. 10.   Even if the company doesn't change, you will.  *  Fast Company; April/May 1997; pp. 64-74; "Change" {Ab No: AB3020} .    What are your lessons learned about change?

Glenn Bodinson | 826 Belt Line Plaza | Richardson, TX 75080 | (972) 489-5430 | Glenn@BaldrigeCoach.com