The year 2020 has been a year of crises and opportunities in higher education. The year’s challenges have given higher ed institutions a chance to practice change management, as well as necessitated a sustained focus to build leadership capacity for higher ed and more targeted higher ed branding.
In this podcast, we discuss how new online regulations create problems for universities. The implementation of some of the latest higher education regulations is in limbo, thanks to the coronavirus pandemic.
In this podcast, we discuss how the pandemic influences university presidential searches and the challenges colleges and universities face when dealing with leadership changes.
In this podcast, we discuss how the pandemic changes the trajectory for new university presidents and what it means to higher education institutions. The Covid Time Warp Moves Higher Ed Forward.
In this podcast, we’ll talk about how universities avoid employee and faculty burnout, stress from the pandemic as well as other major societal issues taking its toll on higher education institutions.
Creative partnerships and mergers and acquisitions are helping colleges and universities get out of financial crises while also serving students’ needs. One example of this type of partnership involves three higher education institutions — Goodwin University, Sacred Heart, and Paier College of Art—that are working with the University of Bridgeport to create a partnership.
How to Merge Two Universities. Many higher ed institutions are struggling with finances due to COVID and other reasons, but few higher ed leaders are seriously contemplating a merger with or acquisition of or by another institution. These processes can be a win-win proposition, allowing for increased capacity, services, and efficiencies for students.
How Universities Use Crises to Innovate podcast shares insights and steps for using a crisis to springboard transform higher ed institutions.
Many higher education institutions are struggling with survival. While many leaders are beginning to consider closing the institution, there are other options available. Some of the most commonly talked about are mergers and acquisitions. However, forming or becoming part of a consortium can offer important support that can help an institution survive and even thrive.
How to Reengineer Higher Education Post-COVID with Mike Goldstein and Dr. Drumm McNaughton podcast discusses how the coronavirus pandemic has accelerated the changes already facing higher education.
In this post, Innovating Higher Ed: Don’t Let a Good Crisis Go to Waste, you’ll gain insights into ways the coronavirus is forcing higher education institutions to change in uncomfortable ways. But like any holistic change, this situation also is offering unintended consequences, both positive developments (blessings) and troubling realizations (curses).
Scenario, Risk, and Budget Planning: Is Your University’s Fall Term Toast? The spring terms at higher education institutions are just about history. But what can you do to save your 2021 enrollment?
How to move a University from Crisis to Transformation. There are three types of change: incremental, transformational, and revolutionary (think the internet).
Palo Alto University (PAU) has faced several crises over the past few years that ended up serving the institution well in dealing the COVID-19 pandemic. Dr. Risa Dickson, the university’s interim vice president for academic affairs, said the institution is committed to putting the students first, followed by the faculty in order to move through this crisis. The institution is located in Santa Clara County, which was one of the first places in the nation where the virus emerged.
Merging higher ed institutions part 2. The landscape in higher education continues to be rocked by change, including 1200+ closures (the majority of which were for-profits), mergers, and mega-mergers. These massive changes have been driven by changing demographics and a booming economy.
Dr. Lori Varlotta is president of Hiram College, a small liberal arts college with approximately 1,000 students in the traditional college and 200 in the adult program. She is the campus’ 22nd president, the first female to serve in that role.
In the summer of 2011, conversations began with the Governor’s office about potential mergers. Toward the end of the year an announcement was made that four mergers would occur. This resulted in eight institutions being merged into four. The most complex merger involved Georgia Health Sciences University and Augusta State University, which created one larger and more comprehensive institution than either had been separately.
Carol Aslanian is market researcher who helps colleges build strategies and new programming to increase enrollment by focusing on post-traditional students, those students who used to be called “adult students.”
Jeri Prochaska and Tom Netting of CSPEN, the Central States Private Education Network, represent higher ed institutions nationwide to public policy makers in Washington and throughout the nation. CSPEN is focused on making sure that the education industry has all the information that’s coming out of Washington. They believe communication is the key, thus allowing the industry to advocate for itself.
How is change influencing operations and facilities in higher education? Maintenance and operations in higher education are changing with the advent of new technology and declining enrollment.
Change management is the process, tools and techniques to prepare and support individuals, teams and organizations in making change.
Change management for higher ed institutions is a critical part of sustainability, and in the first of our monthly webinar series, Dr. Drumm McNaughton, a 20+ year veteran of and expert in change management who has added over $500 million to organizations’ bottom lines, presents a webinar focused on how colleges and universities can successfully implement change in the 21st century.
The greatest challenges facing Higher Ed according to those on the inside. Presidents of Higher Education Institutions have a unique insight into their institution’s problems, and it’s no secret that higher education is facing a sort of crisis.
Organizational change requires a lot of thought, followed by strategic planning and skillful plan implementation.
What are the benefits of higher ed consultants to colleges and universities? Their depth of experience in the specific problems facing higher education institutions simply can’t be matched by a general business consultant.
Leading Organizational Change in Higher Ed Part 2 in the series is about finding the change leaders in your institution who will facilitate momentum. Our previous installment of the eight-part series Leading Organizational Change in Higher Ed discussed how to create a sense of urgency in your staff and bring all levels and departments into the fold. The next step: find leaders to help you make long-term, transformative changes.
We’re beginning an eight-part series called Leading Organizational Change in Higher Ed to help higher education institutions’ leadership and teams be successful in their transformational efforts.
When changes need to be made institution-wide, it takes far more than a few emails to upper-management. Whereas some of the models is based on John Kotter’s 8-step model that he set forth in 1996 in his classic book, Leading Change, this series will approach change from a 2015 perspective while introducing new concepts as well as expanding previous concepts. This is the first installment.
Most of us already know a few strategies to remove office negativity but we often need a refresher and perhaps some new ideas. 87% of companies report that employee engagement and office culture are their number one challenges.
Solving organizational systems problems? There’s a reason we use the saying, “It’s only the tip of the iceberg.”
Organizational evolution is a normal progression where both the organization and its people attain a higher level of consciousness. It’s a form of evolution (absent religion) that involves developing the ability to think systematically, to be trustworthy and transparent. It’s about decentralized and participative decision making and the realization that all people – regardless of position – have an important, valuable role to play. Strong leadership and change management success go hand in hand.
In this organizational evolution case study, we’ll explore what an evolved organization looks like. Is organizational evolution easy to recognize? What differentiates evolved behavior from behavior in transition?