What are the steps to creating an innovative strategy for your department?

Sometimes, we find ourselves wrapped in the "that's the way we've always done it" cloth! We, those supposed to be the most enlightened, and open to new ideas, can be the opposite! When Henry Ford built Model T, people said it would never take the place of a good horse and buggy! Many in higher ed fought that same battle. The only truly good course was one they taught! Now, these folks worked hard to become experts in their fields, so I understand but, now have to face the facts. We must begin a new journey by fully understanding where we are currently in the market! A variety of strategic tools have been addressed by others! Use them! Use strategic management that begins with an assessment of where you are now!

In my role as a department head in education, comprehending the landscape was essential. We employed SWOT analysis to assess our internal strengths (dedicated faculty), weaknesses (outdated infrastructure), opportunities (online learning expansion), and threats (budget cuts). PESTEL analysis delved into broader influences like changing regulations impacting curriculum. Regular surveys and open forums with students and faculty uncovered issues like the need for better technological resources and enhanced student support services. This holistic understanding enabled strategic planning that addressed immediate concerns and positioned the department for long-term success

It’s also important to understand the motivations and challenges affecting your leadership before pitching new ideas and solutions.The more you understand about the ecosystem, including budget and staffing concerns, the more effective your pitch will be.

Feedback is essential. Consulting your stakeholders, especially students, who are such a dynamic, sensitive and unpredictable target group. We should ask their opinions, understand their needs and respect their perspective.

Even the most incredible innovation might fail if it doesn't align with the situation or problem. Before considering possible ideas or solutions to create value, we must first dive deep into discovering and defining the problem. Creative and innovator thinkers will often jump straight into brainstorming and ideation which is fun and exciting. However, without a comprehensive understanding of the situation, the innovation might now be moving in the right direction. Stakeholder engagement is essential. Listen, ask questions, gain insight, and repeat! Storybaords, empathy and as-is-scenario mapping are great tools that can help you assess the situation and gain insight into which innovation path to take.

In my opinion, the issue of companies or companies creating a vision and mission has become a very outdated practice. Everyone works for a belief and goal, and companies are established - live - die just like people (because people establish companies). In order for a company not to die and to extend its business life for a long time, it must be constantly renewed, but unfortunately this does not happen anymore. Unfortunately, like all information, vision and mission are left to gather dust between the lines of notebooks and brochures as words that remain in writing for the girmas. In my opinion, the job is not so much about how many meaningful words are written in those lines, but rather the internalization, realization .

This leaves out MISSION! I think it would be important to add in this conversation. Our mission is who and what we are today. Vision is who we seek to be in the future. Our goals are the steps we take to achieve both. One important this I see far too often is a lack of understanding within organizations of both mission and vision. It takes constant review, and sometimes revision to remain relevant. Higher Ed hasn't done that regularly! I worked with several organizations who do a strategic plan! Why? It's required by the accreditors! It rarely sees the light of day after completed. Constant review of Mission, Vision, Goals, and another add (yes, I'm old school!), objectives. Small steps are key to achieving the overarching goal(s).

Plants are some of the most honest and focused forms of life. They always know their destination, and almost nothing stops them from getting there. Like a plant, know where the light is. Where are you going? What will help you to thrive and produce fruit? The plant never asks this of itself. It knows and responds accordingly. Similarly, we must be as resolute in our understanding of ourselves as a department. Mindful department heads, institutional leaders, along with staff doing the actual work, should collaboratively define the division’s purpose in harmony with where the institution wants to be, not where it is, while deliberately and regularly, ensuring that vision remains worthwhile for all involved.

In my role as a department head, crafting a compelling vision and SMART goals was paramount. Our vision aimed at "Empowering students with cutting-edge education for real-world success." Aligning with our institution's mission of fostering academic excellence and our core values of innovation and inclusivity, we set specific goals. These included increasing student graduation rates by 15% within three years, enhancing faculty development programs, and establishing partnerships with industry leaders for practical experience. This strategic approach not only differentiated us from competitors but also galvanized our team toward a shared purpose, fostering a culture of achievement and relevance in a rapidly evolving educational landscape.

In higher education you aim higher and do better. It's not only about SMART goals (exams taken, good results, numbers of graduates, etc.) there is also mission - to create highly motivated, engaged and loyal employees. By showing a good example you inspire and teach.

What is really key is to have a common definition of innovation in the department. How individuals view innovation may differ so the department will need to identify what they mean by innovation when it comes to their department. Innovation in science will differ from innovation in humanities. This needs to be agreed o. before moving forward to create strategies.

One of the things I have witnessed is when we get in the way of ourselves. " After that, we remind ourselves of servant based leadership. A new innovation is often just a different perspective on a reoccurring problem. Identify the obstacle, brainstorm ideas to resolve the obstacle, reach consensus on the one we will try, tweak it as it's implemented. It is synonymous with building the plane why you are flying it. We can narrow our focus as we get closer to our perceived destination, but we need to start in the general direction we want to move and adjust our course along the way. But Identifying problems people are experiencing and helping them problem solve is the beginning and the end of an effective and lasting innovation.

Practice listening. Lead with empathy. Allow other people's point of view to get an enriched multi-dimensional sense of your opportunities.

It's really difficult to do sometimes but remember the Pareto Principle; the 80/20 Rule! What I attempt to do for clients is to learn what brings the greatest results. An example in higher ed today is the loss of some departments in the liberal arts! We graduate more in Business versus English! But we still need the English Department. Business folks have to communicate effectively in writing and orally! The point is this, yes more people graduate with business degrees, but should be throw the baby out with the dishwater! Of course not, we still need English. Some want to eliminate the arts! What would the world be with not music? Higher Ed has to prioritize differently. Both the bottom line and end impact on learning must be considered!

In my departmental leadership role, fostering innovation and entrepreneurship was a dynamic process. We encouraged brainstorming sessions where faculty and staff shared ideas for improving curriculum delivery. Through design thinking, we identified opportunities to enhance online learning experiences, resulting in the creation of interactive virtual labs. Ideas were evaluated using criteria like feasibility (technology availability), desirability (student engagement), and viability (cost-effectiveness). This approach allowed us to prioritize initiatives that not only aligned with our vision of student empowerment but also sparked creativity among team members.

In my experience as a department head, developing and testing solutions for identified opportunities was a dynamic journey. We utilized prototyping to create interactive virtual labs, piloting them with a select group of students to gather initial feedback. Their insights were invaluable in refining the user experience. We collected data on engagement metrics, student satisfaction, and learning outcomes, allowing us to measure our progress objectively. When some aspects didn't meet expectations, we embraced failure as a learning opportunity and iterated on our solutions accordingly. This iterative approach ensured that our offerings were continually refined, aligning more closely with the evolving needs and preferences of our students.

Before taking a big, expensive leap into a new program, institutions must carefully assess the market! Learn from stakeholders what their needs are. Just building new programs isn't the answer as some are finding out today. Look at available data, and build based upon need!

Actually, I consider this an important and crucial step. When we opt for new ideas and develop our department on those lines then it is necessary to do compliance and acceptance analysis. This allow us to make changes and modifications in the ideas to be implemented.

One of the hardest challenges in developing strategy is to postpone implementation planning until after fully evaluating the situation, defining vision and identifying opportunities. People who are good at taking action can have difficulty pausing to reflect about a competitive direction before launching into the formulation of a plan. Counterintuitively, clearly articulated strategy cuts much of the path to implementation on its own by guiding the kinds of decisions an organization should prioritize. Innovating in higher ed requires extra effort because it demands institutional commitment to change in an arena that values tradition, but a persuasive communication plan can align people with their own accountability for change.

In my departmental leadership role, implementing and scaling solutions was a strategic endeavor. We utilized project management methodologies to plan and execute our initiatives systematically, assigning responsibilities and setting clear timelines. Effective change management ensured that faculty and staff embraced the changes, with regular communication and collaboration being key. We maintained an open dialogue with students, partners, and other stakeholders to gather feedback and ensure their engagement throughout the process. Continuous monitoring and evaluation of performance allowed us to make data-driven adjustments, promoting ongoing improvement and innovation.

Scaling is absollutely necessary. When we implement any idea then it must go on hence after assessing the feasibility, need, compliance and acceptability it is required to develop a scale or to develop your idea on the existing scales so that we do not move away from our goals

In higher ed, we must do a better job of listening to those within. The truly successful organizations take note of those who are committed to an organization. They are open to hearing new voices, and not always from out of town with a briefcase! Listen to your people. The true danger happens when new leadership comes in, and wants it their way, no matter the culture or history! When those with the strongest commitment begin to leave, there is a concern! Too late then!

Innovative strategies for education that integrate industry partnerships, emphasize creative thinking, and cultivate an entrepreneurial culture are poised to revolutionize the learning experience. These strategies promote hands-on learning through industry collaborations, equipping students with practical skills and real-world insights. Encouraging creative problem-solving and providing dedicated spaces for innovation inspire students to tackle complex challenges. Incorporating entrepreneurship education empowers students to explore their entrepreneurial potential and fosters a spirit of innovation. This holistic approach develops mindset needed to adapt, innovate, and succeed in today's dynamic and competitive landscape.

Within an organization, the key to sustained innovation lies in our commitment to fostering an inclusive and supportive culture where people feel comfortable to embrace chaos, challenge comfort zones, offer diverse insights, and take risks. By investing in and valuing every contribution, we empower individuals to turn their visionary ideas into reality. Developing the innovation ecosystem in which the organization is embedded will also help you foster an innovative culture. These ecosystems encompass a network of entities and resources that collectively support, foster, and enhance the development of innovations. Build your ecosystem through partnership and wider communities, as well as acess to tech, resources, and support services.

All leaders and organizations must foster a culture of innovation. This means there has been a strong sense of belonging, creativity, a desire to improve and enhance at all times. You also must prepare and be prepared for change at all times.

To foster innovation we need to recognise the most important factor as diversity. By utilising the diverse experiences, backgrounds and expertise of stakeholders, clients and staff, organisations can drive innovative "out of the box" thinking. By including all stakeholders from the beginning you empower them to feel a part of the solution and drive engagement and uptake throughout the change process.

It's easy to say out loud, I'm open to new ideas, but in reality, how do you react when someone comes forward with one a bit out of the box? If you want to really encourage innovation, listen, and don't immediately tell them we don't for it that way! Innovative organization listen and are open minded to new opportunities. Long ago, a young man drove a UPS Truck! He came up with an idea that most everyone, yes including me, thought was crazy. Today, Car Fax is a household name!

In US higher education, accreditation is a HUGE area that may cause some departments to put a pause on innovation. Professional accreditation groups like ABET and others push for innovation and creativity but departments need to consider those professional accreditors with CHEA accreditors (used to be the regional accreditation groups) who have specific guidelines. Read all those guidelines that affect your department. Develop metrics for measurement to support decisions and indicate growth/success.

If new innovations and opportunities are perceived as relevant to solving a problem or creating a better result in a quicker and easier way, they will sell themselves. Having a few championing the new innovations can go a long way.