In the fast-paced business world, success or failure depends heavily on an organization’s ability to grow and adapt to the nebulous environment. Organizations adopt processes to the environment via digital transformation throughout the business lifecycle. Digital transformations are constantly challenged and scrutinized by stakeholders because they can potentially affect an entire organization. Difficulties related to digital transformation are a result of governance processes and technology changes in the company. Lack of growth may come from fearing change, viewing the change as a luxury, or complacency. Difficulties also arise from insufficient support from management, deficient communication strategies, or an unclear mission/vision. IT governance frameworks are one tool that can help businesses overcome some of these challenges. The IT governance frameworks are blueprints for creating plans that can help mitigate risk and strategize technology changes in the most efficient way. By adopting an IT governance framework, it will be possible to create a road map for implementing corporate change from internal servers to cloud-based solutions. This roadmap will include identifying stakeholders, risk management and mitigation, strategies for overcoming obstacles, setting up goals and timelines, and finally determining points of responsibility.
Keywords: Business, IT Processes, IT Governance, Digital Transformations, IT Governance Frameworks, Stakeholders
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read very well the abstract to better understand what we are working on. The leverage that to the attached document to work on overview and discussion below.
Use the attached document (case study) to write 1 page of overview (well done) and 2 pages of discussion (well done).Leadership and governance
transformational change in an
entrepreneurial UK university
Wendy Maria Purcell
Harvard T.H. Chan School of Public Health,
Harvard University, Cambridge, Massachusetts, USA, and
Harvard University, Cambridge, Massachusetts, USA
Purpose – Disruptive megatrends, such as technology and globalization, are driving transformational
change in universities as they seek to differentiate themselves given economic and social market forces.
However, higher education (HE) institutions can struggle to achieve change at the scale and speed needed,
given their pluralistic nature and competing goals. As primarily collegiate organizations run by academics,
leadership and governance are by persuasion and consensus over diktat. A retrospective analysis of the
transformational journey of a UK university that set its radical new mission to become “the Enterprise
University” has been undertaken, and a new leadership and governance framework articulated. The paper
aims to discuss this issue.
Design/methodology/approach – Drawing upon a conceptual framework of leadership and governance to
codify change management and its acceleration, the change journey in a university undergoing a strategic
transformation has been analyzed. Leadership and organizational frameworks are examined focusing on the
interactions between the senior management hierarchy (SMH), as the command-control operating system, and
the adaptive community of social networks within the university and external stakeholders. The critical steps
in effecting institutional change and the nature of the social agreements underpinning transformation are
subject to retrospective analysis. How ideas flowed through the organization to create value through
innovation is reviewed.
Findings – Analyses reveal how the SMH worked with the adaptive social networks of staff and
stakeholders in concert around a shared purpose, identifying enablers and barriers to a healthy idea flow.
Drawing on the leadership and governance framework empowers organizational transformation, paying
more deliberate attention to the stewardship of ideas and how change actually happens. To thrive in volatile,
uncertain, complex and ambiguous environments and sustain competitive advantage in a dynamic global
market place, leaders need to be able to harness the social forces and inspire people to take actions around a
shared vision of the future.
Originality/value – Universities represent a traditional community of knowledge workers and service
professionals where approaches to leadership and governance are typically collegiate and consensual.
Examining the strategic transformation of a university seeking to move at pace to accommodate the global
disruption of the HE sector is relevant to how change happens in related environments. Given the growth of
the knowledge economy, represented as organizations and networks, key lessons are available.
The importance of activating people
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