Strategic Insights from Higher Education Advancement: Applying Systems Thinking to Alumni Engagement

How #systemsthinking can enhance the #planning and #execution of #alumni #events in #highereducation, focusing on creating lasting #stakeholder #value.

When you step back and view things from a distance, the big picture comes into focus. By zooming out, you can identify the systems at play. Then, zooming back in, you can explore whether your insights hold true. This dynamic process of zooming out and zooming in requires a diverse skill set.

When you zoom out, the focus is on vision, purpose, structure, and goals. When you zoom in, the focus shifts to strategy, tactics, and KPIs. Throughout this process, the emphasis remains on stakeholders and the value offered, as value drive your behaviour and interactions with stakeholders.

On another level, zooming out enables a deeper understanding of systems. You can discern purpose, functions, elements, stocks, flows, interconnections, causality, boundaries, mental models, interdependence, hierarchy, feedback loops (some reinforcing, others balancing), delays, and leverage points. You begin to reflect not only on what you can see but also on what you know exists but cannot directly observe.

This might seem like a lot of jargon that only makes sense with substantial experience in systems thinking. However, allow me to simplify it by reflecting on my experience within University Advancement as the Director of Events and Ceremonies at one of the most reputable universities in the Middle East. I appreciate reflections that help me understand concepts from a new perspective.

According to Donella Meadows, systems thinking is a framework for understanding complex systems. I applied systems thinking to analyze the planning of an alumni gala dinner, 10 years after assuming the role of Director of Events and Ceremonies, where I served from 2009 to 2014.

As the Director of Events and Ceremonies within the Office of Communications, under the broader umbrella of the Office of University Advancement, my role was pivotal in ensuring that special events served the university's strategic goals. The Office of University Advancement oversees Alumni Relations, University Development (primarily fundraising), and Communications. The Special Events department, which I led, serves all these functions.

Purpose

The purpose of an Alumni Gala, from my perspective, is to create an event that strengthens alumni connections, supports friendraising and fundraising efforts, and aligns with the university's broader communication and engagement strategies. My role is to ensure the Gala serves as a key touchpoint that reinforces the university’s relationship with its alumni.

Function and Elements

The function of the Gala is multifaceted, involving alumni engagement, donor cultivation, and brand reinforcement for the university. The elements I manage include event logistics, guest experience, marketing materials, venue setup, and coordination with Alumni Relations and Development teams to ensure the event aligns with their specific goals.

Stocks and Flows

Stocks in this context could include alumni engagement levels, donor prospects, and event reputation. Flows represent the actions that increase these stocks, such as the number of positive interactions during the event, the amount of funds raised, and the subsequent communications that keep the momentum going after the event.

Interconnections

Interconnections are crucial in my role, as the success of the Gala depends on the seamless collaboration between my department and Alumni Relations, Development, and Communications. For instance, how well the Development team communicates the event’s fundraising goals can directly impact the donations received. Similarly, the Alumni Relations team’s outreach efforts influence the level of attendance.

Causality

Understanding causality helps me anticipate outcomes and plan effectively. For example, high-quality event production can lead to positive alumni experiences, which in turn can increase the likelihood of future donations and participation in other university initiatives.

Boundaries

Setting boundaries involves deciding which aspects of the event fall under my purview and which are the responsibility of other departments. For example, while I focus on the event logistics and guest experience, the Alumni Relations team might handle post-event follow-ups. Expanding my boundary might involve considering how the Gala’s success impacts long-term alumni engagement across multiple events.

Mental Models

My team’s mental models—or assumptions—about alumni preferences and behaviors shape how the event is designed and executed. For example, if the team which included 3 event planners believes that younger alumni prefer casual networking opportunities, this will influence how we plan the event. Being aware of these mental models allows me to challenge assumptions and innovate in my approach.

Interdependence

Interdependence within the Office of University Advancement is evident in how the success of the Gala relies on contributions from various departments. The effectiveness of my event planning is interconnected with the efforts of the Communications team in promoting the event, the Alumni Relations team in securing attendance, and the Development team in achieving fundraising goals.

Hierarchy

Hierarchy in the university advancement structure places the Office of University Advancement at the top, with Communications, Alumni Relations, and Development as key functions under it. As Director of Events and Ceremonies within Communications, I operate within this hierarchy, ensuring that events support the strategic goals of all departments under University Advancement.

Feedback Loops

Reinforcing (Positive) Feedback Loop: A well-executed Gala leads to satisfied alumni, which enhances their loyalty and increases the likelihood of future donations and event participation. This, in turn, reinforces the success of future events.

Balancing (Negative) Feedback Loop: Conversely, if the event is poorly managed, it could result in alumni dissatisfaction, leading to decreased engagement and challenges in future fundraising efforts. Addressing this feedback requires adjustments in planning and execution to maintain the quality of the event.

Delays

Delays are an important consideration, especially in how the results of my efforts might not be immediately visible. For example, while the Gala might successfully engage alumni on the night, the impact on donations or future event participation might not be seen for months. Being aware of these delays helps in managing expectations and planning follow-up strategies.

Leverage Points

Identifying leverage points is key to maximizing the impact of the Gala. One such leverage point might be the selection of a keynote speaker who resonates with the alumni audience. A compelling speaker can significantly enhance the event’s appeal, driving higher attendance and donations. Another leverage point could be the personalized communication strategy post-event, which can solidify the connections made during the Gala.

As the Director of Events and Ceremonies within the Office of Communications, my understanding of systems thinking allows me to strategically plan and execute the Annual Alumni Gala. By considering the purpose, interconnections, feedback loops, and other systems concepts, I ensure that the Gala not only meets immediate goals but also contributes to the long-term success of the university’s alumni engagement and fundraising efforts. My role is crucial in weaving together the efforts of Alumni Relations, Development, and Communications to create a cohesive and impactful event that aligns with the university's broader advancement objectives.?

Intersection with Stakeholder Value Theory

If we intersect this analysis with Edward Freeman’s Stakeholder Value Theory, it becomes even more holistic. Stakeholder Theory posits that organizations should create value not just for shareholders, but for all stakeholders affected by the organization’s activities. This theory emphasizes the interconnectedness of stakeholders within a system, recognizing that an organization’s success depends on its ability to balance and satisfy the diverse interests of these different groups.

Stakeholder Theory acknowledges that stakeholders are interconnected and that actions affecting one group can have ripple effects across the entire system. It considers stakeholder feedback as essential in shaping organizational strategies and outcomes. For example, how well the Alumni Gala team listens to and addresses alumni concerns can either strengthen positive relationships or result in negative outcomes if neglected.

Stakeholder Theory promotes considering the interests and impacts on all stakeholders, rather than focusing solely on short-term financial gains. It advocates for creating sustainable value that benefits all stakeholders over the long term. It is crucial to identify the value we present to different stakeholders. How does the Gala add value to their lives?

By integrating Stakeholder Theory with systems thinking, organizations can better understand and manage the complexities of their environment, ensuring they create value for all stakeholders in a balanced and sustainable way.

What are your thoughts on systems thinking as an analytical tool? Are you in higher education and interested in enhancing your operations through systems thinking?

My name is Johnny El Hage. I am a strategist, a change maker, and a creativity facilitator.

Happy to discuss more over a free discovery call here: https://lnkd.in/eiSTWED5

#UniversityAdvancement #AlumniEngagement #EventPlanning #HigherEducation #SystemsThinking