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Innovation & Institutions, Will it Blend?
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Scooped by Deb Nystrom, REVELN
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Compensation Bloat? University of Michigan faculty question administrator pay in open letter

Compensation Bloat?  University of Michigan faculty question administrator pay in open letter | Innovation & Institutions, Will it Blend? | Scoop.it

An open letter to University of Michigan's Board of Regents from about a dozen of the school's faculty criticizes the school's administrative pay and bonus system. "The University is in desperate and urgent need of fiscal reform." 


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The authors argue that U-M is not transparent about its pay supplements...some administrators received...in excess of $50,000.

     

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The authors argue that U-M is not transparent about its pay supplements, and that they are an unwise use of money from the general fund. Data obtained by the professors show that some administrators received salary supplements in excess of $50,000.

  

...Anthony Mora, a history professor who helped author the letter, said that while it's reasonable executive officers have higher compensation that most staff, U-M's compensation rates for those officers are between 27 and 41 percent higher than the rates' of administrators at peer institutions such as Berkeley, Texas and Virginia, according to a review done by the faculty.
 

"We want to have an open and candid discussion about the university's resources," Mora said. "I don't see this as an effort to be adversarial with the administration. I think people in the administration are genuine when they say they care about the university. But I do think there's an opportunity here for the faculty and the administration to work together."

Deb Nystrom, REVELN's insight:

The escalating costs of higher education may no longer be taken for granted with such moves as these from the core of  the university system, the faculty.

The article also referenced the initially poorly implemented, cost cutting administrative shared services initiative (labeled AST, Administrative Services Transformation)  that did not include the faculty voice in its cost cutting planning and involved the use of several consulting firms with expenses totalling over 11 million for consulting services.  As as consultant myself, I know consultant have reasons to charge a high rate, but leaving the faculty voice out of a change initiative mystifies me.


I look forward to hearing where this letter leads in dealing with, perhaps, some unquestioned compensation practices.   ~  Deb


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Deb Nystrom, REVELN's curator insight, April 25, 2014 4:05 PM

Several faculty have taken up the gauntlet to question escalating costs - starting with higher education administrative bonuses.  Executive bonuses may no longer be taken for granted with such moves as these, perhaps prompted by the poorly planned, cost cutting administrative shared services initiative (labeled AST, Administrative Services Transformation)  which, incidentally, did NOT include the faculty voice in its cost cutting planning.


It also involved the use of several consulting firms with expenses totalling over 11 million for consulting services.  As as consultant myself, I know consultant have reasons to charge a high rate, but leaving the faculty voice out of a change initiative mystifies me.


I look forward to hearing where this letter leads in dealing with, perhaps, some unquestioned compensation practices, and perhaps stepping higher education back to a bigger picture of where the value generation resides and how it needs to be valued today.   ~  Deb

Scooped by Deb Nystrom, REVELN
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Why Innovation Dies - A University Example of Structure Gone Bad - Forbes

Why Innovation Dies - A University Example of Structure Gone Bad - Forbes | Innovation & Institutions, Will it Blend? | Scoop.it

The classic mistakes made in dealing with disruption are here:  a new administrative lead role (a dean),  policy teams, committees, and implementation plan.


"...the minute the memo started talking about a Policy Team developing detailed implementation plans, it was all over."


Have you been there?  How did it turn out for you?


...Any possibility for innovation dies when a company forms a committee for an “overarching strategy.”


This insightful article by Steve Blank, mirrors what's I've read about and seen time and time again in decisive actions taken by executives and in large institutions.


Excerpted:


Lessons Learned

  • Innovation in New Markets do not come from “overarching strategies”
  • It comes out of opportunity, chaos and rapid experimentation
  • Solutions are found by betting on a portfolio of low-cost experiments
  • The road for innovation does not go through committee

One useful purpose a university committee could have had was figuring out what the goal of going online was.  [The example in the article is education based.]


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...it is so complex that figuring out the one possible path to a correct solution is computationally incalculable.
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...the path to implementing online education is not known. In fact, it’s not a solvable problem by committee, regardless of how many smart people in the room. It is a “NP complete” problem – it is so complex that figuring out the one possible path to a correct solution is computationally incalculable.


By:  Steve Blank, author, teacher of entrepreneurship and consultant who has reshaped how startups are created. He is coauthor of the recently published, The Startup Owner’s Manual (K&S Ranch, 2012).

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Rescooped by Deb Nystrom, REVELN from Spaces for Innovation
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Innovation is About Execution, Despite the Myths - Forbes

Innovation is About Execution, Despite the Myths - Forbes | Innovation & Institutions, Will it Blend? | Scoop.it

Most people think innovation is all about ideas, when in fact it is more about delivery, people, and process.

 

Vijay Govindarajan and Chris Trimble, in their book “The Other Side of Innovation: Solving the Execution Challenge” have done the best recent research on this subject.

 

For example:  Myth:  Effective innovation leaders are subversives fighting the system.

 

Fact:  Effective innovation leaders are not necessarily the biggest risk takers, mavericks, and rebels. The primary virtue of an effective innovation leader is humility. What you want is integration with real world operations.


Via Karen Steffensen
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A Pulp Innovation & Change Chapter: The Innovation Plan includes the Return of Status Quo

A Pulp Innovation & Change Chapter: The Innovation Plan includes the Return of Status Quo | Innovation & Institutions, Will it Blend? | Scoop.it

"Pushing an innovation plan forward?  Here comes the first major obstacle instead of a much-needed catalyst, for the rapid plummet to the bottom, roller coaster style in this 'pulp innovation' chapter change story."


This innovation series includes a set of chapter pulp fiction stories, complete with cliff hangers, setting up a series of cautionary tales of how to create innovation as a sustainable, repeatable business process.  


This episode of Jeffrey Phillips's series involves the destablization of those leading change to an innovation culture.  Enter the other staff manager with enough “bandwidth” to actively participate, which means those not senior enough to speed the work.


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The annual planning cycle, that recurring monster better known ...as the idea killing process...with no ambiguity and no room for error.

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Excerpts:


After the usual pleasantries, Susan and I set out an ambitious plan to build an innovation team, encourage incremental and disruptive innovation throughout the organization and start building innovation communities...


...it seemed that everyone else had a different perspective or intent for our project.


“Great. Do you think we can have new products in the pipeline so we can get budgets in place during the annual planning cycle?”


The annual planning cycle, that recurring monster better known to innovation experts as the idea killing process. There’s no business process or decision making apparatus less welcoming to innovation than the annual planning process, a place where great ideas go to die.


...A rigid, microscopically managed process with no ambiguity and no room for error. ...While the revenue numbers may be a bit inflated and fanciful, the projects that get approved go under a ROI microscope, which inevitably means that many innovative ideas are rejected.


By the end of our first meeting I’d reached the bottom of the roller coaster. ...Even though we had open channels to Brockwell, I didn’t think it would matter. ...


Perhaps we should recruit Mr. Kasamis.”  “Doug Kasamis, the chairman?” ...if he is willing, he could rally most of the organization to a significant change.”


Read the full post here.

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Rescooped by Deb Nystrom, REVELN from Change Leadership Watch
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Innovation, Impact, Change Words: Enough Talk, More Do | The Nonprofit Quarterly

Innovation, Impact, Change Words: Enough Talk, More Do | The Nonprofit Quarterly | Innovation & Institutions, Will it Blend? | Scoop.it

This matches my current experience.  Does it match yours in the fields of innovation and change leadership?

 

Excerpt:  If you’re a nonprofit news junkie, you know it’s nearly impossible to go a day without reading or hearing the words “innovation” and “impact.

"It’s little surprise, then, that collective eyes are beginning to roll when the terms innovation and impact are tossed around with little explication as to what they look like on the ground and within a more systematic framework. So, maybe it’s time to start putting our money where our mouths are and get serious about assessing what, exactly, is true innovation; and, most important, what are the kinds of innovation that lead to real impact—especially those that can be rigorously assessed and measured..."  Source:  @npquarterly 


Via Karen Steffensen, Deb Nystrom, REVELN
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