Bloated structures are turning routine decisions into cabinet discussions.
Here’s a problem I often see at Christian colleges: too many vice presidents overseeing small departments.
Work that should happen within one team requires coordination across several divisions. People spend more time getting permission than getting things done.
That’s what happens when small colleges copy large university structures. They end up with more management than the work requires.
The result is higher costs, slower decisions, and a structure that can stifle strategy.
Once departments have their own vice presidents, budgets, and seats at the cabinet table, changing how the institution operates can become a negotiation over who keeps what.
The structure starts protecting itself.
Meanwhile, the president is asking everyone to collaborate more, move faster, and reduce expenses. But the organizational chart makes all three harder.
So how do you fix it?
Start with strategy.
Your strategy defines whom you will serve and how you will operate differently to create a competitive advantage. Your structure should organize your people, resources, and decisions around making that happen.
Sometimes, operating differently requires being structured differently.
Consider Southern New Hampshire University’s large online operation serving working adults and Southeastern University’s extensive network of partner sites.
An online operation needs systems and teams built to recruit, teach, and support students at scale. A site strategy requires coordinating local partners, site leaders, and the student experience across locations.
Different strategies. Different structures.
The same principle applies to your college. Your structure should reflect the students you serve, the promise you make, and the work required to deliver it.
Before you redraw your organizational chart, answer three questions:
- Which students have we chosen to serve?
- What will we do differently to become their obvious choice?
- How should we organize the work to deliver on our promise to them?
Then decide which responsibilities belong together, who has authority to act, and where a leadership position actually adds value.
Start with how you intend to compete, then decide who reports to whom.
If your structure is making it harder to execute your strategy, let’s talk. TG Three helps Christian colleges clarify their strategy and organize themselves to deliver it.