Bridging the Strategy Execution Divide

Transcription

1 Bridging the Strategy Execution Divide Presented by: Chrissy Coley, SunGard Higher Education March 21, 2011 Session Rules of Etiquette Please turn off your cell phone/pager If you must leave the session early, please do so as discreetly as possible Please avoid side conversation during the session Thank you for your cooperation! 2 Introduction Purpose/Benefits of this Session Review Institutional Needs and Priorities for Making Data-Informed Decisions that Execute Strategic Imperatives Discuss Steps for Establishing a Culture and Practice of Using Business Intelligence on Your Campus Share Best Practices from Your Institution 3 1

2 Agenda Slide Welcome and Introductions Assessing Institutional Needs and Priorities for Making Data-Informed Decisions Establishing a Culture and Practice of Using Business Intelligence to Close the Strategy- Execution Divide Summary Audience Q&A 4 Topic #1 Assessing Institutional Needs and Priorities for Making Data-Informed Decisions Environmental Factors and Strategic Drivers Demographic shifts Managing enrollments Admitting desired size and shape of class Retaining students through graduation Leveraging merit and need aid Rising costs, declining endowments, changes in state funding practices Tougher public policy environment Changing (and costly) technology Aging facilities Risk and crisis management Measuring academic quality and productivity 6 2

3 The Strategy-Execution Divide Vision Challenge Vague or nonexistent objectives Decentralized academic and administrative units that do not always align to institutional objectives People Challenge Outdated or inadequate reward structures Unclear roles, responsibilities, and expectations Management Challenge Inefficient business processes Lack of meaningful metrics Resource Challenge Competition for limited (and quickly dwindling) resources Inadequate systems for accessing quality data quickly and easily Insufficient staff time or abilities to analyze data 7 Real Life Challenges Vice President for Finance and Planning: We need to be taking a hard look at what we re doing and how that ties to our overall strategic plan. Are there things we might consider doing less of or not at all, as opposed to ones we might want to enhance or look for new programmatic opportunities? Right now we don t use data to the extent that we ought to We see that as a priority, but I don t think we re fully mature in that area to be able to make the best use of what we ve got yet. Vice President for Enrollment Management and Student Affairs: I m seeing more administrators i t in student t life, in academic affairs, even in advancement where there s that kind of need and desire to make data-driven decisions. It s just that there really isn t an opportunity to do it, so you kind of acclimate yourself to the fact that you re not really going to have the data you want. You don t even bother to ask for that data because you know you can t get it. Provost: We have a good IR office here. We can generally get the information we think we need. [But] depending on what it [the information request] is, it could take 3-4 months to a year to put it together. 8 Visibility, Insight, and Foresight: Business Intelligence Needs in Higher Education 9 3

4 Topic #2 Establishing a Culture and Practice of Using Business Intelligence to Close the Strategy-Execution Divide Assessing BI Maturity Strategy Stage 1: Uninformed Stage 2: Emergent Metrics BI Maturity Business Process Stage 3: Enabled Stage 4 : Activated Technology Organization and Culture Stage 5: Centric Stage 6: Transparent 11 Strategy Has our senior leadership clearly articulated the institution s most pressing priorities? Have we aligned our information technology and data management practices with these strategic institutional priorities? Is Information Technology considered a strategic partner along with Academic Affairs, Institutional Research and Planning, Finance, Enrollment Management, and other mission-critical departments? Has our institution developed an effective enterprise strategy for managing and using data? Do departmental leaders understand how their performance contributes to the institutional strategy? 12 4

5 Importance of a Clear BI Strategy A company needs a clear strategy in order to know which data to focus on, how to allocate analytical resources, and what it is trying to accomplish. Thomas H. Davenport and Jeanne G. Harris, Competing on Analytics: The New Science of Winning, Harvard Business School Press, Plotting Priorities on an Institutional Strategy Map Provides direction Communicates the strategic destination Drives consensus and creates a common language Establishes cause and effect relationships Outlines the objectives from which the Scorecard s performance measures are derived 14 Business Process Are institutional and departmental business processes efficient, customer-centric, and integrated? Are institutional and departmental business processes well-aligned to an effective data management practice? Do Information Technology staff understand the business needs of administrative and academic leadership? Are there standard and consistent processes in place for defining, coding, loading, managing, using, and reporting on data? 15 5

6 Organization and Culture Is there a culture of openly sharing data on our campus? Are there collaborative, respectful, and trusting relationships between Information Technology and administrative and academic departments? Are there clear communication channels between Information Technology and administrative and academic departments? Have we established effective data governance practices on our campus? Have we identified, trained, and empowered data stewards throughout the institution? 16 Aligning the BI Organization and Culture Academic Advising Financial Aid Advancement Human Resources Institutional Research Finance Student Accounts Recruiting and Admissions Shared Business Intelligence Standards and Governance Teaching and Research Career Services 17 Technology Do we have a central data warehouse, or are we storing data in multiple data stores or shadow systems? Are data accurate and accessible? Do end users in functional departments have access to the data they need in an easy and timely manner? Do end users have the ability to run the reports they need in an easy and timely manner? Do end users have the right information-enabling technology (such as dashboards and analytical reporting tools) to actively monitor and measure their performance? 18 6

7 Tools to Support Strategy Execution Interactive role-based dashboards include performance charts that represent point-intime measurements. Scorecards represent a carefully selected set of quantifiable measures (KPIs) derived from the institution s s strategy. They measure progress towards goals and objectives. Reports provide trend, summary, and detail data as well as the ability to create queries or use cubes for ad hoc analyses. 19 Metrics Have our institutional and departmental leaders established key performance indicators that align to strategic priorities and goals? Have annual, as well as more frequent, targets been assigned to each key performance indicator? Have effective programmatic initiatives and action items been established to achieve the desired state of performance? Are end users actively monitoring their performance? Are data used for decision-making and resource allocation? 20 Using a Scorecard to Manage and Track Performance and Strategy Execution Manages value Represents a carefully identified set of quantifiable measures derived from an institution s strategic objectives Establishes key performance indicators, targets, and initiatives Assigns accountability Provides a link between strategy and execution Monitors performance in a timely manner 21 7

8 Topic #3 Summary Summary Visibility Insight Foresight Develop a strategic direction for the implementation of Performance Management/BI solutions what is it that you are striving to achieve? Establish a culture of performance how can you align institutional strategy with people, process, and technology? Provide visibility into institutional performance so that executives and business unit owners can stop driving blind how are you performing and why? Equip people with the information they need to be successful what are the most meaningful metrics you use to measure performance? 23 Topic #4 Question and Answer 8

9 Session Sponsor Thank You! Chrissy Coley, Ph.D. Please complete the online Session evaluation form SunGard or its subsidiaries in the U.S. and other countries is the owner of numerous marks, including SunGard, the SunGard logo, Banner, PowerCAMPUS, Advance, Luminis, "DegreeWorks," "fsaatlas," Course Signals, and Open Digital Campus. Other names and marks used in this material are owned by third parties SunGard. All rights reserved. 25 9