Our Cultural and Organizational Restructuring Process

Gayleen Gray Computing and

Communications Services (CCS)

ResNet Symposium 2008

From Good to GREAT

The University of Guelph

• Pronounced g-w-el-f• 45 minutes from Toronto• 18000 students, 6000 staff/faculty• One of Canada’s top comprehensive

universities• Centralized and decentralized IT departments

Gayleen Gray, University of Guelph

CCS

• Central IT services and support on campus– Email, calendaring, web hosting, wireless, software

distribution– network infrastructure, financial and HR systems,– central file services, managed desktop/labs/servers– switchboard, Help Services (phone /desk)– ResNet (we provide as a service to Student Housing)

• 90 full time staff• 25 part time staff

Gayleen Gray, University of Guelph

When We Were ‘Good’

• Dedicated and talented staff, some 30+ years• Growing list of products and services• Departments in silos• Managers ‘compete’ for resources• Top down hierarchy• Communicate on a ‘need to know’ basis• Lack of clarity on strategic directions• Mixed appreciation externally• Lessening pride and satisfaction internally

Gayleen Gray, University of Guelph

But We WERE Good….

So why change?

Gayleen Gray, University of Guelph

Change Came to Us

• New leadership• New and growing expectations for IT• Constant budget cuts impacting resources• Strategic planning requiring focus, synergy• Requirement to lead other IT areas on campus• External opportunities tempting staff• Impending need for succession planning

Gayleen Gray, University of Guelph

So…?

How to win the race from Good to GREAT

Gayleen Gray, University of Guelph

• Leadership has to be on board• Revise the way we were managing• First Team approach

(‘5 Dysfunctions of a Team’, Patrick Lencioni)

• Need to get rid of silos and bring us together• Management Retreat to kick off our plan• Focus on culture as well as organization

Management Team first

Gayleen Gray, University of Guelph

• Organizational Change specialist • Gather input from the organization– Focus groups with staff– Individual interviews with staff and leadership– Interview leadership

• Compile and present results/themes• Develop action plan with Management Team• Lead vision-values exercise with all

Hire a consultant

Gayleen Gray, University of Guelph

Create Vision and Values

• CCS Vision: To be the most engaged team providing the best IT Leadership of all Canadian campuses

• CCS Values:– Communication - Integrity– Teamwork - Individual Leadership– Agility - Service Culture

Gayleen Gray, University of Guelph

Implement a Training Plan

For our staff:• ‘The Art of Possibility’

and ‘Radiating Possibility’Ben & Ros Zander (http://www.grohproductions.com/)

• Diversity Thinking – Whole Brain Model (Whole Brain Business Book - Ned Herrmann)

• Great Presentations • Performance Development /goal setting

Gayleen Gray, University of Guelph

Implement a Training Plan

For our Management Team• Coaching Skills (management/leadership)• Enhancing Communication – Pull conversations

Juice - Intelligent Energy (http://www.juiceinc.ca)

• Lead Well Through Change • Performance Development – Management process

• Gayleen Gray, University of Guelph

A Communication Plan

• Communication Committee• CCS Council• Forums postings• Open dialogue and advanced information• Weekly team meetings, bi-weekly org updates• Monthly coffee breaks• CIO communications• On boarding new employees

Gayleen Gray, University of Guelph

Performance Development Process

• Coaching for success• SOAR model (modified for our organization)• Goal setting for everyone in the org• Clear understanding of key responsibilities• Our CCS Values• Training to clarify the process and implement• Semester meetings to discuss progress• Ongoing process – not tied to pay

Gayleen Gray, University of Guelph

Reorganizing for resource gains

• Organizational and physical restructuring• Re-organization still underway• Strong management team (no more silos)• Focused service teams (clusters)• New layer of leadership in clusters (leads)• Transition team with leads and managers• Services, people, responsibilities changing• Hiring additional analysts

Gayleen Gray, University of Guelph

Other initiatives

• What can we stop doing• Succession planning• Organizational involvement in strategic

planning (tied to U of G Integrated Plan)• Ongoing training for continued growth• Completion of transition plan• Library currently undergoing same process

Gayleen Gray, University of Guelph

Did we win the race?

Gayleen Gray, University of Guelph

The race is never over!

Gayleen Gray, University of Guelph

Questions?

Gayleen Gray, CCS, U of Guelphggray@uoguelph.ca

From Good to GREAT