Proactive Transition Management (PTM) Visioning Process

Effective planning or what PTM calls “envisioning the future,” should answer three basis questions:  (1) who are we; (2) what do we aspire to become; (3) how we get there?  The first question examines history, core values, ethos, traditions, and key data.  The second question assesses the evolving environment of higher education and identifies a distinct purpose and mission for the college/university.  This phase involves development of a bold vision with several dynamic strategic initiatives, as well as reaffirming or redefining existing strategic strengths,  The third question identifies the strategic initiatives that best align with the mission and ethos of the institution and translates them into a plan of action. The strategic initiatives must be embedded in the unique heritage and mission of the college or university and must be realistic and achievable.  While intentionally a stretch and a challenge, the plan of action must be cost-effective and capable of being implemented effectively.  The PTM Visioning Process incorporates four integrated activities (Strategic Assessment, Core Values Affirmation, Strategic Vision, and Renewal).

1.  Strategic Assessment

Strategic assessment begins with an examination of strategic or long-range plans, accreditation reports, enrollment data, curriculum, student services, budgets, and fundraising data.  Focus group interviews are conducted with faculty, staff, students, trustees, alumni, and community leaders focusing on four areas (strengths, weaknesses, opportunities, and threats).  In each area, participants are asked first to identify the four most important qualities and then to rank order them from more to less important.

2.  Strategic Core Values Affirmation

By asking focus group questions “Who are we?” “What do value?” and “What do we like about our college?” an institution begins to identify the core values or qualities of character that define the college or university.  PTM also evaluates the ethos or corporate culture, applying principles of systems theory and the diffusion and adoption of planned change theory.  Understanding the level of receptivity to change and innovation helps institutions to manage transitions and shape change in ways that build consensus and ownership of the new vision.

3.  Strategic Vision Management

The information gleaned from planning documents, data, budgets, etc. as well as insights gleaned from the focus group interviews enables PTM to identify potential new initiatives and highlight existing programs that need to be revitalized.  This envisioning stage assesses how these strategic directions align with the institution’s mission and core values and assesses the feasibility of implementation.  The strategic initiatives document is shared with the President and the Board of Trustees and includes a cost/benefit analysis, an assessment of their potential for success, and an evaluation of their long-term impact on the mission and ethos of the college or university. 

4.  Strategic Renewal

Organizations have dynamic and interactive qualities which makes it essential that responses to internal or external changes be rooted in their core values and corporate culture.  The PTM Managing Transitions Model integrates what some systems theory scholars term “autopoiesis.”  Autopoiesis is the characteristic of living systems and organizations to adapt to a constantly changing environment by continuously renewing themselves and regulating this process so that the integrity of their structure is maintained. 

Strategic planning and pursuing strategic initiatives should be an act of institutional renewal and should be regulated and guided by the ethos and ethical underpinnings of the institution.  When viewed as a systemic response to internal or external change, managing transitions becomes a necessary, exciting, and productive way to enable colleges and universities to seize new opportunities, to fulfill their mission, and to pursue their destiny.

Logistics and Cost

A comprehensive Visioning Process can be completed in 5-8 weeks and involves at least 10 days of consultation, including review of key planning documents, data, budget, etc., and at least five visits to campus facilitating the work of a strategic planning task force as well as time to design and validate the strategic assessment, core values, and strategic vision documents.  The results of the visioning process could serve as a focal point for specific consultation by PTM on one or more of the strategic initiatives.  If the Visioning Process is done as a stand-alone activity, the cost is $20,000.  If the visioning process results in additional consultation to help develop one or more of the strategic initiatives, the cost will be $15,000 plus $1,500/day consulting fee (a 25% discount from the usual $2,000/day fee) for additional consultation. 

A focused Visioning Process for a specific school or department can be completed in 3-6 weeks and involves at least 8 days of consultation including review of key documents and data, and involves at least three visits to campus to work with decision- makers.  This focused envisioning costs $16,000.  If the visioning process results in additional consultation to help develop one or more strategic initiatives, the cost will be $12,000 plus $1,500/day consulting fee (a 25% discount from the usual $2,000/day fee) for additional consultation.

P   T M

   Strategic Envisioning Model

PTM – Proactive Transition Management

153 Red Tail Hawk Loop – Pawleys Island, SC 29585

(843) 325-0983 Office – (843) 235-2679 Fax – web site www.ptm.bz

Dr. Peter T. Mitchell, President – e-mail  peter@ptm.bz