Martin Lemelle is the Executive Vice President and Chief Operating Officer at Grambling State University in Louisiana. For over 15 years, Martin has managed finance and operations for Fortune 500 organizations, technology start-ups, and nonprofits. From managing billion-dollar enterprises to leading brand campaigns with Beyonce, Adidas, and Kinder Chocolate, Martin is a modern thought-leader with a unique ability to engage diverse audiences.
In September 2021, Martin Lemelle completed his Executive Doctorate in Business Administration (EDBA) on the theme of ” Identifying and Analyzing the Key Success Factors For Maintainable Organizational Change: Group Concept Mapping Explorations In U.S. Higher Education” under the supervision of Professor L. Martin Cloutier Université du Québec à Montréal – Canada.
Thesis Direction
Pr Cloutier Martin
Thesis Title
Identifying and analyzing the key succcess factors for maintainable organizational change: group concept mapping explorations in US Higher education
Abstract
The ultimate necessity for organizational maintainable change and opportunities that exist to fulfill this need can be explored through a review of the problem statement, research questions, and objectives of this goal-oriented thesis study. This research compiles the findings to develop effective recommendations, essential for propelling organizational change and effectiveness, in universities by identifying and analyzing problems existing in these institutions. From improving the quality of education, to developing future oriented organizational planning systems, and evolving leadership schemes, the results of this study provide a relevant pool of data and resources as well as managerial approaches that can be implemented in colleges and universities. The research addresses the requirements for efficient and effective organizational change strategies that
will enable institutions of higher education to improve the sustainability of vitality of its ecosystem. Universities are dynamic organizations with a wealth of change management needs.
The objective of this study is to identify and provide a direct imperative for the organizations as they plan for the future. Key topics from the literature include culture, assessment, finances, leadership, strategic planning, and sustainability. These topics are centered around analysis of the college or university as a polyphonic organization. The main voices of the ecosystem of the higher education are reviewed and interpreted through this mixed method study. To enhance the strategy of institutions, a comparative analysis of three different educational institutions is provided.
University A is a public institution that combines the academic strengths of a major university with the benefits of a small college. This combination enables students to grow and learn in a serene and positive environment. University B is a religious affiliated college that is committed to shared
governance and exemplary stewardship of its resources. Student life is at the center of this institution’s mission and leadership is highly student-centered. University C serves as a regional leader for students seeking an opportunity to make a global impact with a focus on healthcare. The organizational design of this institution is concentrated on hierarchy with an emphasis on upholding traditions and customs. The Group Concept Mapping research method is utilized, and a six-step model is followed. The results determine the cluster birding index. The resulting twodimensional Point Map and Cluster map represent months of research and feedback from over 71 participants across three universities. The graphical representation of their ideas is relayed via twodimensional spacing which reflects the identification of concepts or clusters of ideas. The
‘matching patterns’ graphs provide a visual representation of the comparisons and contrasts of the concepts related to their relative importance, feasibility, and relevance. Seven concepts are derived from the cluster map: (1) Organization Performance Management and Employees’ Success, (2)
Processes, Procedures, Assessment, (3) Collaboration, (4) Leadership Relationship with
Stakeholders, (5) Financial Management Strategy, (6) Strategic Planning, Continuous
Improvement, and (7) Maintainable Organizational Change. The key learnings from the results
highlight the need for institutions to operate with an awareness of their polyphonic nature and
strategically implement strategies according to the distinctiveness of those unique value
propositions. This research concludes with a comprehensive review of the literature, interpretations, and results. Finally, managerial recommendations are provided as an insightful critique on how to advise a modern higher education institute on executing maintainable change. The managerial recommendations offer comprehensive insights on effectively
implementing change management for colleges and universities. While each institution’s needs vary accordingly, there are common approaches to management that support continued viability.