Establishing a Change Team.

Successes, challenges and

lessons learnt Katie Hellmann and Georgina Lyons

5 July 2013

∂

Background

• Efficiencies agenda

• Durham’s interpretation – make the best use of existing resources

• Change management: Different approaches considered

• Lean chosen because of focus on processes and people

• Change Team established in September 2011

• Support from Cardiff

∂

The Change Team

• A core team of 3

• Split roles

• Recruitment process

• Specific skills required, and tested

• Hub and spoke model:

• Change Network

• Position within organisation

• CIS?

• Strategic Planning and Change?

∂

Methodology

Our 5-step approach

to process

improvement

∂

Projects

• First, a UEC sponsored list

• The pilots: (1) Library and (2) Global learning tutor payments

• Procedures for visitors

• Fee status assessments

• Individual consultancy

• Then, ad hoc work:

• International Office

• CEM

• HR

∂

Change Network

• 10 members trained initially. Now around 50

• Support for change events, promotion of change work,

encouraging cultural change throughout the university

• Some members more engaged than others due to a lack of time

for delivery in own areas

• But good things happening

∂

Successes

• Where change must happen

• Where changes can be made by those involved in the project

• Where people have time to make the changes

• Where there is enthusiasm for change

∂

Challenges

• Where changes proposed would necessitate investment

• Lack of clear ownership

• Underlying staff management issues

• Business as usual

• Hidden agendas

∂

Lessons learnt

• Facilitation v project management

• Terminology

• Lean and the customer

• Choice of projects

• Ability to make changes

• Enthusiasm

• Time to change

• Ownership

∂

More lessons

• Training and development

• Split roles

• Leadership

• Cultural change takes time. Small steps can be more effective

than big leaps

∂

To conclude

• Bottom up support is important

• Top down support is a necessity

• Commitment from all involved is essential

• Change management is more than process improvement

• Be prepared to address staff management and cultural issues

∂

Finally…

• Process improvement (and change work more generally) can be

fun, rewarding and successful

• Engaging staff and building relationships

• Improving ways of working

• Cultural change

• Any questions?