How are SAIT and RTL involved in the ODP?
Several people have asked why RTL and SAIT were included in taking the initial survey or what their overall role is in this Organizational Design Project. Part of understanding our organizational strengths and weaknesses is not only looking at our own self-reflection, for those of us who work in OCIO/IST but gathering a broader range of input from our peers and those who use our services. Since we do a lot of collaborative work with other IT units on campus, it is important to get their insights into what we are doing well and what may need improvement along with input from those we serve in the campus community: our stakeholders; our customers. This is why the ODP team gathered information from IST, RTL, and SAIT during the initial survey November to December and will continue to gather input from additional stakeholders within our IT organization and from our campus partners in January.
What were the outcomes of the OCIO-IST/RTL/SAIT survey?
We concluded our major Strengths & Weaknesses survey on Friday, Dec. 4. Over 300 respondents, from individual contributors, to managers and directors across IST, RTL and SAIT provided their insights by completing the survey.
This represents a 69% overall response rate: 67% for IST, 72% for RTL, and 80% for SAIT - thank you all for your participation and valuable feedback! Phase 2 of ODP is still underway and more data gathering will be taking place into January in tandem with analyzing data we have already received. We will share more updates as the results of the analyses are available.
How will the OCIO-IST/RTL/SAIT data be analyzed?
Our initial Strengths & Weaknesses survey yielded large amounts of data, both quantitative and qualitative. Here is the approach being taken to analyze the data:
Confidentiality is key - Individual respondent’s data will always remain completely confidential and shielded from anyone but the administrator of the survey, who is independent from the ODP Team. The data set used for analysis does not include demographics - organizational, departmental, or leadership versus individual contributor, or otherwise.
Leadership decision points - If there are departmental/organizational, and leadership/individual contributor demographics that are deemed potentially relevant, the ODP Process Advisory Committee will make decisions about what data can be used for additional analysis, and who can access it.
Analyzing the data - All of the analytical work for both types of data is being done by a small group of analysts within the ODP Team. The initial analysis is completely blind (i.e. excluding all demographic data)
Quantitative data - This is easier to analyze since it can be represented as numbers or counts. In the survey, this type of data consisted of statements that are rated on an agree-disagree type of scale. This data can then be counted and averaged to create aggregate measures around attitudes and perceptions on concepts relevant for the project.
Qualitative data - Equally important is the feedback received via free format questions about strengths and weaknesses at various organizational levels. This data consists of individual expressions of the unique opinions of each respondent (again, with no demographic information to respect confidentiality). A lot of work goes into carefully reading and categorizing each reply, so that individual feedback can be presented and interpreted at a thematic level, and rendered actionable in that way.
Input and guidance to ensure equity and inclusion - The ODP Team is in regular conversation with the OCIO/IST Action Team, to ensure that opportunities to improve equity and inclusion are identified and included in the analysis.
Why are we doing this now? Can’t we wait for a vaccine or until we get through this pandemic?
As the world, and UC Berkeley’s place in it, continues to change at an increasingly unprecedented pace, we want to be an adaptive, agile organization able to proactively adjust to emerging campus needs while enabling staff to do their best work. To not do so now leaves us in the position of continuing to react rather than lead. We are embarking on this project together from a position of strength — that is, we are doing this after much success improving OCIO/IST in many ways, building trust across campus through One IT, and continuing to refine and implement our long-term strategic plan. The pandemic has presented the perfect example of the need for agility; coupled with the financial consequences of COVID, we feel it is essential to act now.
Will this Organizational Design Project include layoffs along the way?
We need to recognize that this work is being done with the backdrop of the significant budget reductions being taken campus-wide as part of the impact of COVID on UC Berkeley’s financial position. IST will definitely have fewer positions in the organization at the end of this project, how many we do not know. By doing this work strategically, and not filling empty positions where possible, we can create opportunities for existing staff whose positions might be eliminated, we will protect as many jobs as we can.
How do I know that this isn't just the CIO coming in, a new CIO always wants to create a new organization?
This work is not being approached on a whim. Jenn has been at UC Berkeley for over 7 years, and part of the IST organization in the DCIO role for 18 months prior to becoming CIO. We recognize that these kinds of activities are difficult and often stressful, but truly believe that the project needs to be done now and that the outcome will actually make us a stronger, more agile organization and serve the campus more strategically. Even after we have completed the project and have our organizational structure in place, we will continue to look at what's working, what’s not, and make some course corrections, taking your feedback along the way.
Does this mean that we're centralizing?
This Organizational Design Project is about getting our own OCIO/IST house in order first, and taking action on what we can take action on. One of the best ways for us to be seen as a strategic partner is to show that we can strategically organize ourselves to support the campus. The other part of the work in terms of gathering information with distributed IT across the campus is really two-fold. Primarily, it is to understand what other units are doing and what they depend on us for so that we make sure that we're creating a strong central organization to support our distributed IT colleagues. Second, it's also a chance to help give the campus a full, campus-wide picture of the overall IT organization.
Does this project affect the move into our new space at 2850 Telegraph, especially in regard to timing?
This project will be happening in tandem with the move to 2850 Telegraph. Our relocation needs to keep moving forward for a couple of reasons. First, this is a project that has been funded, contracts signed, and people are getting paid — it would cost more money to slow it down. Secondly, we have been asked by campus to get our operations out of the buildings that we're paying rent for to help our overall campus financial situation, so completing the project is financially important as well.
What framework are you following for this work?
The OCIO/IST Organizational Design Project Charter is modeled after Heidari-Robinson, S., & Heywood, S. (Nov. 2016). Harvard Business Review article Getting Reorgs Right; and book ReOrg: How to Get it Right.