CASE # 18
PUBLIC
UNIVERSITY
A
new executive of a large multi-campus public university had given an edict that the university would change all
their financial systems within a nine-month period. This executive said
he had seen it done at his previous job, therefore, it was possible here. The people involved in implementing this edict were not
consulted in how it would be accomplished or whether it could be managed within
the nine-month time frame. A new computer system was chosen because it was the
lowest in purchase cost, not because it fit the school's needs. Whenever anyone
questioned the decision or told the executive about problems that were arising,
the edict would be reissued with an ultimatum - do it or else! Many
challenges quickly arose in all areas: in developing a new financial structure,
in implementing the new computer system, in updating/modifying existing
computer systems, in changing office procedures and in defining new
responsibilities. Without executive support to provide resources necessarily to
accomplish the additional workload required for such a major undertaking, everyone
involved became discouraged. Prior high levels of productivity faltered, so
that things previously running smoothly began to fail. The new processes did
not receive adequate attention, so schedules slipped badly. People who needed
training were not able to obtain training. Even manuals for the new systems
were not available to programmers who needed them; they were told there was
"no budget" for training or manuals. Those involved in implementing
the new computer systems struggled to learn, making lots of mistakes along with
way. The impact reached every area of the campus, creating massive
dissatisfaction with the whole process. Many good people struggled to keep
moving forward, in spite of almost insurmountable challenges. When it became
clear that there was no way the mandated deadline could be achieved, many
department heads who were near retirement age chose to retire. Many other key
long-term employees left in frustration. A huge amount of experience and
knowledge left with them. The system was years late being implemented, with
significant cost over-runs. The executive who started it all was asked to
leave. Many of the eventual problems could have been avoided if time had been
spent in organizing the project, detailed planning, developing realistic
budgets, providing appropriate training resources to the required tasks, and
involving the people who were expected to perform miracles. A high-level
corporate sponsor is very appropriate for a huge project. However, a figurehead
or dictator is not enough. They must be able to delegate and be involved in appropriate
ways in order for the rest of the project teams to function properly. Simply
giving orders and making threats does not get the job done and can be hazardous
to an executive's career.