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Scooped by Deb Nystrom, REVELN
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Change Lessons: College exec & former leader of Univ of Michigan AST downsizing initiative takes Chicago job

Change Lessons: College exec & former leader of Univ of Michigan AST downsizing initiative takes Chicago job | Change Management Resources | Scoop.it

"The man who championed the University of Michigan's Administrative Services Transformation (AST)— the controversial downsizing and consolidation of administrative staff — is leaving Ann Arbor for a job at the University of Chicago."

   

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Faculty ....criticized the implementation...calling it a poorly communicated, top-down initiative.

   

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....like the AST effort Miranda was tasked with leading, his role at the university was controversial. Last month he was removed from leading AST.
      
.....Faculty also criticized the implementation of AST, calling it a poorly communicated, top-down initiative. 

      

Miranda will become U-C's treasurer and senior associate vice president for finance and administration.
        

Miranda came to Ann Arbor directly from the Chicago office of Accenture, the consulting firm U-M is paying $11.7 million to implement AST. He was a partner at Accenture, leading its North American Finance and Performance Management Service Line offerings for State and Local Government and Higher Education.


The companion, earlier ScoopIt on this AST story is here.


Related posts & tools by Deb:


    

       

          


Deb Nystrom, REVELN's insight:

An earlier ScoopIt on problems with downsizing initiative, where Accenture was the lead consulting firm selected for the AST project, is here.  

McKinsey, a rival consulting firm, also has published recent research on the limitations of downsizing, mentioned in the comments in the earlier post on this story here.

        
As mentioned in that earlier post, this now will probably stand as a cautionary tale about under-communicating during change, which often occurs by a factor of four in many change efforts. 

    

Why did a faculty body (UM's Senate Advisory Committee on University Affairs) have to unanimously pass a resolution to ASK top administrators to involve faculty before hiring consultants to change key U-M practices?  What's wrong here?  ~  D

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Scooped by Deb Nystrom, REVELN
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Case Studies on "Shared Services" Change Projects from Deloitte Consulting

Case Studies on "Shared Services" Change Projects from Deloitte Consulting | Change Management Resources | Scoop.it

"The shift toward shared services, as a means to cut costs and improve quality is well underway.  Case studies from Deloitte on 'Getting it together.'"


Here's a helpful resources page from the Deloitte folks that links to downloadable articles.


  • Theory:  " giving business units deeper support and let more people focus on what they do best.
  • In practice, it takes serious planning, coordination and hard work to realize those benefits."


Cases listed include:


Helping a large non-profit organization and its chapters embrace efficiency to do more good.

Features:

  • getting people throughout the organization to understand and embrace the changes. 
  • extensive training. 
  • tailored messages to stress the additional good people would be able to do if the organization were more efficient with its resources. 
  • pilot tests demonstrated this level of improvement was not only idealistic, but realistic
  • performed a feasibility assessment including practitioners from manufacturing operations, finance, strategy, technology, capital markets, organization and talent and total rewards service areas.

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One of the results:  more consistent medical benefits, increased employee participation and allowed for $12 million dollars in annual savings.
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  • improvements were designed and implemented including (example) offering more than 500 medical plans through more than 90 different providers, migrating all local health care plans to an enterprise-wide benefits program and creating a Center of Expertise benefits function integrated with human resources (HR) and payroll, to help simplify administration and reduce administrative resources, all while improving service levels. This approach generated more consistent medical benefits, increased employee participation and allowed for $12 million dollars in annual savings.

    

Insights:

  • How to establish and improve a shared services organization (SSO), based on the results of Deloitte’s 2011 global shared services survey results.

   

  • The other half of the shared services battle.

    

  • Sharing internal expertise.
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