Leading Change: Managing Reorganization and Institutional Transition at a Regional Public University

Lillian Wanjagi - Southern Connecticut State University

Chief Financial Officers are increasingly asked to lead or support institutional change that extends well beyond budgets and financial models. At Southern Connecticut State University, organizational reorganization efforts have taken place within a context of financial constraint, enrollment pressures, and heightened workforce sensitivity — placing the CFO in a central role as both financial steward and change leader.

This session offers a finance practitioner‑focused perspective on how a CFO navigated organizational change and reorganization. Drawing from direct experience, the session explores how financial leadership is intersected with workforce planning, institutional culture, and campus communication during periods of transition. Rather than focusing on a flawless outcome, this session will emphasize lessons learned, missteps, and course corrections that informed more effective change management over time.

Participants will gain insight into how Finance Leaders can influence organizational change through transparency, collaboration, and disciplined decision‑making — even when authority is shared and outcomes are uncertain.

Learning Objectives

1. Describe the evolving role of the Finance Leaders in leading and supporting organizational change.
2. Identify common workforce and cultural challenges that surface during reorganization efforts.
3. Apply practical communication strategies CFOs can use to reduce uncertainty and build trust during change.
4. Recognize when reorganization efforts require recalibration — and how financial leaders can respond constructively.

CPE Available

• 1 Credit: Business Management & Organization