|The amazing Kings College Chapel|
My main takeaways from the day are:
1. Before I reached the event I observed on the tube some signs proudly displayed "improvement work underway". One should remember that most of the improvement activity is highly inconvenient to most users of the tube (even if it delivers long term benefits).
2. How disruptive should improvement/ change management be? Disruptive change management has its place, but needs to be used appropriately, with strong leadership and clear links to strategic ambitions.
3. We know that change management often requires us to work within matrix structures. However, resources (particularly finance, but not exclusively) are often still in silos which makes delivering the change difficult in practice.
4. Some change management projects focus on monetary saving, these are important but the message should more clearly articulate the benefits not features of change. Where have we added value?
5. Creating a culture of continuous improvement is essential, yet incredibly difficult. How would we measure this, what would the artefacts would evidence this?
These questions/ thoughts are not necessarily new to me (or anyone else) but it was useful to find out that lots of other universities are also working through these challenges. It is also a pleasure to work in a sector where we have a culture of sharing problems, case studies and good practice.
I look forward to attending the next SIG to hear how things have progressed,