From Good to GREAT

1. From Good to GREAT Moving Your IT Organization to the Next Level Gayleen Gray Computing and Communications Services (CCS) and Ontario Veterinary College (OVC) University of Guelph SIGUCCS 2009

2. The University of Guelph • Pronounced g-w-el-f • 45 minutes from Toronto, Ontario, CANADA • 18000 students, 6000 staff/faculty • One of Canada’s top comprehensive universities • Centralized and decentralized IT departments • Computing and Communications Services (CCS) Gayleen Gray, University of Guelph

3. CCS • Central IT services and support on campus • Email, calendar, web hosting, software distribution • Financial/SIS/HR ERP systems, Identity Management • Network, wireless, telephone (VOIP), infrastructure • Central file server, managed desktop/labs/servers • Help Services (phone /desk), U of G switchboard, • 90 full time staff • 30 part time staff (RPT and students) Gayleen Gray, University of Guelph

4. Successful Change • Define reasons for change (there are many!) • Strong and committed leadership • Get help – you will need it! • The whole organization has to be involved • Realistic timelines • Professional development plan is key • Effort (and change) never ends Gayleen Gray, University of Guelph

5. Lessons Learned • Involve employees as early as possible • Communicate, communicate, communicate • Focus on leadership • All members of the organization • Both in actions and value • Look to others’ successes for guidance • Ongoing professional development Gayleen Gray, University of Guelph

6. The ‘Race’ for Change Gayleen Gray, University of Guelph

7. 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 Gayleen Gray, University of Guelph

8. Change Came to Us • 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 • New leadership Gayleen Gray, University of Guelph

9. Hire a consultant • 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 Gayleen Gray, University of Guelph

10. Results Focused Change • Key areas ‘we’ indicated: • Vision/Strategic Planning • Resource Planning • Structure • New and Existing Services • Communication • Leadership • Project Management • Talent Management • Performance feedback process Gayleen Gray, University of Guelph

11. Management Team • Leadership first on board • Revise our approach to managing • ‘First Team’ approach (‘5 Dysfunctions of a Team’, Patrick Lencioni) • Remove silos and bring us together • Management Retreat to kick off our plan • Focus on culture as well as organization Gayleen Gray, University of Guelph

12. 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

13. Developing our Organization • ‘The Art of Possibility’ & ‘Radiating Possibility’ (Ben and RosZander - www.grohproductions.com) • Diversity Thinking – Whole Brain Model (Whole Brain Business Book - Ned Herrmann) • High Performance Teams • Pull Conversations “JUICE…Intelligent Energy…” Brady Wilson www.juiceinc.ca • Performance Development (goal setting) • Leadership focused training (upcoming) • Project Management Framework Gayleen Gray, University of Guelph

14. Developing Leaders (MT) • ‘The Art of Possibility’ & ‘Radiating Possibility’ (Ben and RosZander - www.grohproductions.com) • Coaching Skills (management/leadership) • Enhancing Communication (www.juiceinc.ca) • Leading Well Through Change • Performance Development process • Talent Management • EDUCAUSE Management/Leadership Institute • Leadership Effectiveness Gayleen Gray, University of Guelph

15. Focus on Communication • Communication Committee • CCS Council • Forums postings • Open dialogue and advanced information • Weekly team meetings, bi-weekly org updates • Monthly coffee breaks • CIO communications • Onboarding new employees Gayleen Gray, University of Guelph

16. Performance Development Process • Coaching for success • Goal setting for everyone - linked • Clear understanding of key responsibilities • Tie to our CCS Values • Training to clarify the process and implement • Semester meetings to discuss progress • Ongoing process – not tied to merit pay • External coaching opportunities for staff Gayleen Gray, University of Guelph

17. Other initiatives • Strategic Planning – involving the organization (tied to U of G Integrated Plan) • Management Team off sites • Project Management Framework • What can we stop doing • Talent Management (succession planning) • Ongoing training for continued growth • CIO: Library now undergoing similar process Gayleen Gray, University of Guelph

18. Did We Win the ‘Race’? Gayleen Gray, University of Guelph

19. The Race is Never Over! Gayleen Gray, University of Guelph

20. Successful Change • Define reasons for change (there are many!) • Strong and committed leadership • Get help – you will need it! • The whole organization has to be involved • Realistic timelines • Professional development is key • Effort (and change) never ends Gayleen Gray, University of Guelph

21. From Good to GREAT Questions? Gayleen Gray, CCS, U of Guelph ggray@uoguelph.ca