The Leadership is Leaving, Now What? Change Management in a Science Park

Costa, Isabel de Sá Affonso da; Tavares, Elaine Maria

doi:10.1590/1982-7849rac2024230087.en

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Case for Teaching • Rev. adm. contemp. 28 (1) • 2024 • https://doi.org/10.1590/1982-7849rac2024230087.en copy

The Leadership is Leaving, Now What? Change Management in a Science Park

Authorship SCIMAGO INSTITUTIONS RANKINGS

ABSTRACT

This teaching case describes the organizational change process of the Federal University of Rio de Janeiro Science Park (PTEC-UFRJ), an organization that plays a leading role in the innovation ecosystem of both the university and its surrounding state. The change process began in 2019, rooted on the leadership’s view that the Park’s economic sustainability depends on strategic redirection and transformation of employees’ attitudes and behavior, along with the redesign of PTEC-UFRJ’s internal processes. However, PTEC-UFRJ has the peculiarity of having its leadership appointed by the University Dean’s Office. In this context, management initiatives directed to supporting the change process are fundamental to secure its achievements and ensure its continuity. The case describes the decisions and actions took by PTEC-UFRJ’s executive director in order to guide the strategic change in the Park and the challenges faced. In view of the results and objectives already achieved, the most important point is to discuss PTEC-UFRJ’s future perspectives, the role of leadership and organizational policies, and practices that guarantee the sustainability of the organizational change

Palavras-chave:
teaching case; organizational change; leadership; science park; PTEC-UFRJ

UFRJ Technology Park
Mission	Generate connections that enhance the transformation of knowledge into innovation, strengthening UFRJ and contributing to the sustainable development of society.
Vision 2030	Be the most effective connection mechanism between the uni-versity’s innovation ecosystem and the external environment.
Values	Excellence in management; Diversity; Commitment.
Target audiences	Internal public (Park functional management, Board of Directors, committees, and service providers); Resident companies (large companies and SMEs); Associated companies (large companies and SMEs); Investors; University (institutional, researchers, researchers in new areas of knowledge, and students); Government and society.

PTEC - Strategic Objectives 2020-2030
Final objectives
• Promote the continuous increase in the ecosystem’s innovation capacity; • Expand the Park to discontinuous spaces and innovate in its relationship with companies; • Increase diversity in the Park in terms of economic sectors, company size and culture.
Organization and management objectives
• Increase the Park’s dynamism and operating autonomy; • Be recognized for your excellence in management.

Change implementation steps	Examples of actions
(1) Establish a sense of urgency.	Vicente initiates individual meetings with employees to learn about their perceptions, carries out a formal diagnosis with the help of a consultant (PAT), and identifies hidden problems relating to PTEC’s culture and processes.
(2) Form a powerful guiding coalition.	Internal duties are reviewed, the organization chart is revised, and the people management area is created to enhance its role. The strategic importance of corporate articulation is also reinforced, with Vicente joining the Articulation Management Committee.
(3) Creating a vision	Meetings are held for the participatory review of PTEC’s strategic planning, with reformulation of its mission, vision, values, target audiences, and stra-tegic objectives.
(4) Communicating the vision.	The participatory formulation of strategic planning involved, albeit indirectly, all employees, who became aware of PTEC’s vision and strategy. The performance indicators in the corporate coordination area were transformed into global performance indicators for the team.
(5) Empowering others to act on the vision.	Training was implemented through informal and formal actions, such as: training in strategic planning, Continuous Training Plan, Employee Training Program, implementation of a feedback process focused on performance, and beginning of the elaboration of the Continuous People Development Policy (PCDP).
(6) Planning for and creating short-term wins.	There is a perception of recognition, on the part of employees, for those who dedicate themselves. A system for performance evaluation was estab-lished, with feedback meetings between the people evaluated, the direct managers, and Vicente.
(7) Consolidating improvements and producing even more changes.	A formal feedback process was implemented focusing on performance and pre-established indicators, which allows individual and team paths to be corrected. Development of job and salary policy.
(8) Institutionalizing new approaches.	Reinforcement was given through recognition and reward for individual and team performance. Regarding organizational success, the results of the Park’s performance indicators are widely publicized

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