The need for continuous improvement and change management

This month, we hear from Rachel Brown , Manager, Finance Operations and Compliance with Research and Innovation at Niagara College .

When people ask me why I love my job, my default answer is that no two days are the same and things are always evolving. Interestingly, if you were to ask me what the most challenging aspect of my job is, my answer would be the same. Things are always evolving, and you need to be prepared to pivot and look at different ways to work.

When I started in this field in 2007, Canadian colleges were still relatively new to the research landscape. I came onto a small team, which, while already considered leaders in the field, was lacking in documented practices and processes. We were learning as we went and developing best practices along with other institutions in the same situation.

As our team began to grow, it became evident that what once worked for our small team was no longer effective. Many of our administrative processes required approval from a single individual before moving forward and this was creating bottlenecks and decreasing our ability to function as a well as we wanted. As the creator of most of these processes, being challenged on the inefficiencies was definitely a hit to the ego. My default was to protect my creations – who wouldn’t?! – while trying to maintain the status quo. Once I was able to accept that change was not only needed but part of the necessary growth, I was able to embrace the concept of continuous improvement.

"For our team, continuous improvement involves the ongoing task of assessing current processes and identifying opportunities for enhancement. The primary objectives are to increase efficiencies, reduce duplicated efforts and waste, and ensure compliance with institutional and funder requirements." - Rachel Brown

Since that time, continuous improvement has been a fundamental principle in my approach to work and leadership of the Operations team. For our team, continuous improvement involves the ongoing task of assessing current processes and identifying opportunities for enhancement. The primary objectives are to increase efficiencies, reduce duplicated efforts and waste, and ensure compliance with institutional and funder requirements. These improvements can be as simple as updating an existing administrative process or implementing a new software division wide. Depending on the complexity of the improvement being made, the level of support and buy-in from others varies.

After you check your ego at the door, some key considerations when implementing change include:?

• Discuss change needed and strategic approach with appropriate decision makers: Identify the key decision makers who will be involved in the change process. Schedule meetings to discuss the necessity of the change and the strategic approach to be taken. Ensure that all decision makers are aligned with the goals and objectives of the change.
• Engage key stakeholders early in the process: Identify the stakeholders who will be affected by the change. Communicate the proposed changes to these stakeholders early in the process to gain their support and input. Address any concerns or feedback from stakeholders to ensure a smooth transition.
• Include subject matter experts: Identify subject matter experts (SMEs) who have the knowledge and expertise relevant to the change. Involve SMEs in the planning and implementation stages to ensure that the change is well-informed and effective. Leverage the expertise of SMEs to address any technical or specialized issues that may arise.
• Ongoing communication and evaluation of progress: Establish a communication plan to keep all stakeholders informed about the progress of the change. Regularly evaluate the progress of the change to ensure that it is on track and meeting the desired outcomes. Adjust as needed based on feedback and evaluation results.
• Review final process regularly and revise as needed: Once the change has been implemented, review the final process to ensure that it is functioning as intended. Schedule regular reviews to assess the effectiveness of the change and identify any areas for improvement. Revise the process as needed to ensure continuous improvement and optimal performance.

As the saying goes, the only constant in life is change, so becoming comfortable with the continuous improvement process and keeping it at the top of your toolbox will benefit you, your team, and your organization. Embrace the change!

Next steps? Start the process all over again or at least remember to take a moment to reflect on the change/improvement to make sure you are on track. Nothing stays the same but change, so count on keeping continuous improvement at the top of your toolbox.

Interested in learning more about Research and Innovation?

Explore our website, or contact David DiPietro Manager, Business Development, at [email protected].