Cdw G Presentation

Leadership and Strategic Thinking “The Good, Bad and Not so Ugly” CDW-G Atlanta Workshop Presented By Dr. Barbara A. White Chief Information Officer and Associate Provost The University of Georgia [email protected]

“…Sometimes there can be more than one right answer to a problem…the option you choose can say a lot about the values of your organization…and your leadership!...”

CONTEXT: “…the CIO and/or Executive IT role is accountable for the leadership, return-oninvestment, standards/policies, performance, security, support, access, availability, reliability of information technology, infrastructure, networks, systems, support, services….while striking the right balance among innovation, service, compliance, operational continuity…”

Office of CIO/ Assoc Provost

Related Entities

EITS

Chancellor Deans, VP’s, Assoc VP’s/ Provosts

EMT

Bd of Regents

Faculty Gov

ITAC Cabinet

ITAC Advisory Council

Research Administrative

Acad/ Instruct

ACIT

Provost 5 yr Plan

Federal/State Legislation

Compact Planning

Security Outreach/ Public Serv

ITMF UgaNet

SLR Advisory Council

Business/Industry Standards— Best Practices

USG Auditor UGA Auditor State of Georgia Auditor

Ms. Holley Schramski UGA Assoc VP for Finance/Administration & Controller

Considerations re: Context  

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What are the consequences of different ways of dealing with the problem? Which individuals and which groups involved in the situation have rights that you must respect (e.g., people have the right to be told the truth)? What are the messages you want to send about the values of the organization, leadership, players? What is going to work? What is actually going to make a difference in the way the organization does business, implements processes, practices, etc?

 of Undergraduate International Schools Continuing Financial External Undergraduate Points Administration Visiting Quick UGA Graduate Campus Mission History and Information News Facts Education Affairs UGA Students Pride Colleges Programs

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33,960 students (2006) 76% between ages of 18 and 24 (2004) 70% freshman class applied via email with 99% providing email address (2004) 9,893 full-time faculty/other professional employees (2006) $1.4 billion total revenue (2006) $222 million in sponsored research awards (2005) $159 million in sponsored research activity (2005) 84 Student housing buildings 372 Athens Campus buildings (excludes leased space) 7,549 Athens Campus basic rooms =classrooms, labs, offices (2005)

cont. on average, 4.9 million email messages per day processed through UGA domain with estimated 4.1 unsolicited and/or SPAM 6.6

million transactions each month on the IBM mainframe not including drop/add; during drop/add, estimated 10 million transactions estimated 39,000 devices on the campus network not counting wireless (e.g., computers, printers) 

WebCT

used to augment estimated 5,400 courses with 45,600 individual students enrolled

cont. approximately 500 wireless access points available with 300 in PAWS network supporting estimated 3,000 wireless devices 800+ uga.edu domain web sites; number of web pages on UGA main web server estimated at 645,000 Administrative computing/business processes running on legacy systems (Finance, HR, Financial Aid, Student) in decentralized environment supported by both core administrative computing support and functional user IT support

in 2006…Gartner and others predict… IT professionals will be forced to develop new areas of expertise outside of ‘IT”. The IT workforce is changing rapidly with job the market for pure IT specialists shrinking 40% by 2010. How organizations acquire technologies, align technology and expertise with business processes, and how technology providers license products will be radically modified by a shift toward multi-sourcing and open source strategies.

Industry Top Ten Trends in Business Intelligence         

Governance: Ensuring Effectiveness of Programs/Invest Stepping Back to Plan the Way Forward C-Level Investment: Senior Executive Recognition of BI Performance Management: Striving to be more Strategic Service-Oriented Architecture: Managing Information Master Data Mgt: Moving from Hype to Reality Global Delivery: Handling Growth and Cost Influence of Large Vendor/Market Consolidation Data Visualization: Next Wave of Innovation

Leadership and Strategic ‘’Thinking’ Lessons Learned 101 Barbara A. White circa 1950

Drivers (examples)   

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Desire by UGA to be in top 15 public institutions by 2010 SACS accreditation Positioning of, support to, UGA research agenda and High Performance Computing (i.e., collaborations, shared resources, etc) Data-driven decision making USG Chancellor expectations of a system Scope/breadth/positioning of CIO strategic leadership, planning and management

Actions, Strategies, Methodologies (Gartner, Inc; SunGard Higher Educ Mgt Serv; ECAR)

Master Plan -Long term sustainable funding model -Clearly identified core functionality/level of connectivity -Clearly articulated strategic plan -Clearly articulated role/scope, accountability Standards/policies/campus common ground Alignment

Lesson One: Talk to each other….remember it isn’t always about competition, but about cooperation and collegiality.

CIO/Associate Provost Priorities 

Enable greater collaboration, cooperation, and communication through establishment of a shared responsibility model between/among internal and external entities based on University standards, policies, institutional core applications; and best practices.

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Development and implementation of an incremental approach to a comprehensive, sustainable IT Business Model for core mission critical physical, infrastructure, and capital asset costs; life cycle replacement; and human resource staffing, compensation and classification requirements.

cont. Priorities  In concert with the OVPR through a Memo of Understanding, facilitate development of long term strategy supporting and positioning High Performance Computing and the UGA Research Computing Center (RCC) based on: a) sound and sustainable business model; b) faculty-driven Advisory Committee; c) research faculty-driven priorities, initiatives, and strategies; and d) engagement in an entrepreneurial spirit external entities (e.g., Bd of Regents; SLR Advisory Bd; IBM, etc).

Internet 2 SLR Nat Lambda Rail Security

State/National Partnerships Consortia Resource Sharing

Sustainable Funding Model Business Case

Capacity Mgt/ Connectivity Analysts/PhDs Tech Support

Storage/Archiving Staffing

Training Data Mgt

Grants/ Contracts

-ExpectationsHigh Performance Computing/ Computational power Access/Virtual/Immersive Download capability Big data Sharing

Data Center

Research Expenditures Research Awards

Global/National ‘Big Picture’

Future as part of ENTERPRISE Organ. Structure Governance Financial/Business Model Decision-Making Model Strategic Priorities

Institutional Drivers

Standards Policy

“…Leaders always have a FORUM…to bring out the best thinking and results re: identifying priorities, measuring performance, establishing process management, and articulating value-added...” Participate in timely and relevant initiatives Network with others to discuss issues Assist in creating intellectual capital and sharing of

valuable insights Leverage the forum environment to validate and position strategic initiatives, actions and investments

CIO/Assoc Provost Expectations of Advisory Structure  

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Commitment and advocacy to the organization as a whole, not as an individual set of units; Willingness to step outside current/existing divisional operating structure, alignment, and functional responsibility in support of a campus-wide efficient and effective set of core, mission-critical infrastructure, architecture, applications, standards, policies, and services Willingness to assess alignment opportunities to avoid duplication/redundancy within campus systems, services, staffing, and applications regardless of current ‘home’; Willingness to consider change management strategies in support of ‘next in line’ opportunities for staff and organization as a whole in addition to potential of ‘shared’ and/or ‘federated’ staffing model within institution; and Willingness to set aside ‘what is’ for ‘what can be’ and ‘will be’.

UGA-IT Advisory Council EMT

CIO ResearchComputing Computing Research

Public Service/Outreach

UGA-IT Advisory Council Administrative Computing

Committee for Academic and Instructional Technologies (CAIT) UGANet University Cablevision

Security Advisory Council

ITMF ID Management Task Force

IT Audit Committees

CIO and Associate Provost-- Affiliated Memberships ITAC Cabinet

Research Planning

CIO and Assoc Provost

EMT CIO and Assoc Provost Sen VP for Acad/Provost Comput Com. Sen VP for Finance/Admin Serv/Outreach Com. Sen VP for External Affairs VP for Student Affairs VP for Research VP for Pub Serv & Outreach VP for Instruction VP for Public Relations/Mkt Admin-Controller Chris Miller, Assoc Provost Ryan Nesbit, Sen Assoc VP for Finance/Admin Facilities Ex Officio Assoc CIO/Instruction, Acad & Research Research

Chair, Research/HPC Com. Ex Officio Members Chair, Administrative Comput Com. EITS Business/Financial Officer Chair, Instruction/Acad Com. Assoc CIO/Instruction, Acad & Chair, Public Serv/Outreach Com.

Assoc CIO/Admin Systems &

Chair, Security Committee (CISO) Chair, ITMF Vice Chancellor/OIIT or Rep Chair, UgaNet Chair, ITAC Office of CIO Liaison to Students Off Campus Rep–-1 (rotation: Griffin, Tifton, Gwinnett)

ITAC Council

Chair, Research/HPC Com

Chair, Administrative

Chair, Instruction/Acad Com.

Chair, Pub

UGA Auditor Graduate Student Undergraduate Student Faculty (4) Registrar Director, Institutional Research Director, Libraries Director, Assessment/Accreditation Vice Chancellor/OIIT or Rep. Rep, CIO Exec Council/Atlanta IT Business/Industry-Athens Assoc VP Fin & Dean (1) Georgia Center USG Research Institution CIO Chair, Security Committee Office of CIO Liaison to Students Representative from Off Campus rep—1 (rotation: Griffin, Tifton, Gwinnett) Ex Officio: Chair, ITMF

Assoc CIO/Instruction, Acad &

Re Alignment…. Align University IT-related entities, both internal and external, toward a common vision including, but not limited to, actionable initiatives, strategies, metrics, and building of human capital including an active, participatory, passionate campus advisory structure

ECAR, 2004 Study    

76% identified IT alignment as a top reason to engage in strategic planning; 74% indicated IT planning has considerable impact on the level of IT alignment achieved; 56% agreed IT governance process is effective; 45% indicated process well understood 82% institutions that report effective IT governance are more likely to report effective IT strategic planning Strategic Planning/Alignment

EITS Core Services Strategic Planning, Governance, and Advisement

Research Computing

Business Operations and Administrative Functions

Customer Support

Essential Infrastructure and Related Support

Information Technology and Data Security

Instructional Computing

Outreach and Partnerships

UGA Data Integration Initiative Contract & Licensing Negotiations

EITS Planning, Decision Support & Project Mgt

Office of the CIO and Associate Provost Dr. Barbara A. White

Senior Assoc CIO

Assoc CIO Admin Systems & Planning (Administrative Computing)

Unit A

Next Steps..

Risk Mgt, Compliance, Regulatory Policy & Legislative Monitoring EITS Student Liaison

EITS Budget Officer/ Business Services

Assoc CIO Instruction, Academics & Research

Unit B

Alignment of current functions/ functional divisions and/or units in support of the 5-yr Plan, Compact Plan, mission-critical core, and UGA drivers based on goal of increased efficiency, leveraging of expertise and leadership, accountability and overall enterprise approach for UGA Information Technology. Draft….8/14/06

Lesson Two: Don’t get lost in the detail….remember the ‘big picture’

…in a world where no individual can possibly have all the answers, it is the inclusive organization that excels! Frances Hesselbein, 1996 President/CEO of the Drucker Foundation

Chancellor observations: “…If we are indeed a system --- why are some institutions performing at a higher level of quality? Why is there such unevenness in our system?... …One answer may be that if there is a variance in our operations, then it suggests that we have not established a strong sense of common purpose or a mechanism that either encourages or rewards teamwork…..this suggests that we have a System in which the individual institutions focus on internal needs and institutional ambitions…”

QUESTIONS: What is the impact of Chancellor comments to the planning, decision-making, management, and implementation of UGA information technology core, and/or decentralized IT environment? What must be clearly understood and articulated? On what are these actions based?

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RESPONSE: Whom do you serve and what do they want to do? (customers/clients/organization…big picture) What are the core systems, services, and support provided? (CORE systems, services, support) What is the best way to provide the services (processes) How do we know we are doing a good job? (metrics) What is the best way to organize? (alignment)

Performance metrics should provide:   

Customer satisfaction Organizational performance Workforce excellence… with key elements addressing:        

Alignment with organizational mission Quality of product Timely delivery Cost reduction and/or avoidance Cycle time reduction Customer satisfaction Meeting organization requirements (e.g., fiscal reporting) Meeting commitments

Client Services

UGA Goals

Provost 5-yr Program Planning

Office of CIO Compact Planning Process & 5-Yr Plan Strat. Plan, Governance

Building the New Learning’ Environment

Research Investment

Competing in a Global Economy

Promote admin units

Bus Operations/Admin Infrastruct/Support

Tied to budget process Resource allocation Over longer period 5 yr

Performance measures, progress

Instructional Computing

Network & Operations Decision-Support and Planning Research Computing Information Tech. Security Communications, PR and Marketing

Customer Support

Administrative Systems and Planning

Info Tech & Data Security

Business Office

Research Computing

Outreach & Partnerships

Licensing/Contracts

UGA Information Technology Goals GOAL 1: Recognizing that UGA does not have a comprehensive security plan in place, the Chief Information Security Officer, in concert with EITS leadership, will develop, implement and manage a comprehensive IT security planning process including the implementation of best practices based on industry standards. GOAL 2: Recognizing the need for enterprise-wide integration of University administrative data management systems, implement systematic and incremental assessment and planning processes to enable reliability, stability, and timely access to organizational data and information; facilitate ability to move to web-enabled business services. GOAL 3: Develop the UGA Next Generation Network design and action plan recognizing the campus network, systems and services have become the core infrastructure

Cont. Goals GOAL 4: Facilitating Connectivity and Functionality in support of Research Computing and High Performance Computing (HCP) GOAL 5: Increase customer service options and support (e.g., messaging and information delivery systems; technology-based instructional delivery systems; file and print services; tiered customer support options) recognizing user requirements by competitive 21st century higher education students, faculty and research community. GOAL 6: Establish university-wide leadership for UGA Information Technology by positioning role of Chief Information Officer as leader for University information technology enterprise planning in support of the teaching, research, and outreach mission of the institution.

Strategic Planning, Governance, and Advisement • Information

Technology Compact Planning

 negotiated, bilateral written agreement focused on longterm planning;  venue for establishing initiative-based priorities;  process that creates an alignment of unit and organizational goals and strategies;  process that provides for accountability through specific performance and outcome measures tied to initiatives;

Types of Initiatives… 

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contributing to achievement of university goals (e.g., diversity, partnerships, global economy) contributing to ‘student learning in a technology-rich environment’ (e.g., course management) contributing to achievement of unitspecific goals improving the unit’s performance supporting established targets for growth, recruitment, retention, increased research

Dr. Robert Boehmer UGA Vice Provost for Institutional Effectiveness

And…Lesson Three: It’s OK that not everyone cares about the same thing, but one needs some level of organization and focus

Premise…..”Good to Great”! …the book Good to Great by Jim Collins focuses on the factors critical in such a transition beginning with leadership, followed by the strategies necessary in leadership to move the organization forward. Included, but not limited to these strategies are: Understanding

the institution’s potential; Decision-making; Development and growth potential; Entrepreneurship in a culture of discipline; and Use of technology as an ‘accelerator’ of momentum Alignment of the parts

Begin with the ‘ never ending’ end in mind including identification of the corporate goal (i.e., the integration of company -wide information), …and the critical building blocks..

Enterprise

Reframing Leadership Knowledge - Centric Drivers of Change

Strategic Planning

21st Century Organizational Strategic Readiness

Reframing Leadership …”authority is not a thing; it is a search for solidity and security in the strength of others which will seem to be like a thing”… Sennett, 1980

“The same is true of leadership. It is not a tangible thing. It exists only in relationships and in the imagination and perception of engaged parties.” Boleman & Deal, 1997

Reframing Leadership

Structural Frame  

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Exist to achieve established goals/objective Designed to fit an organization’s circumstances (i.e., goals, technology, environment) Specialization and division of labor Coordination and control are essential for workforce Vertical Coordination = authority, rules/policies Lateral Coordination = meetings, task forces,

Human Resource Frame        

Human needs, i.e., physiological, safety, belonging, esteem Personality and organization Human capacity and changing employment Lean and mean: Benefit over cost Investment in people Organizations exist to serve human needs People and organizations need each other When the fit between the individual and system is poor, one or both suffer

Philosophy:      

Hiring right and rewarding well Providing security Promoting from within Training and education Teaming Sharing the wealth

Political Frame  

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Organizations are coalitions of various individuals and interest groups There are enduring differences among coalition members in values, beliefs, information, etc… Decisions involve the allocation of scarce resources Scarce resources and enduring differences give conflict a central role and make power the most important Goals and decision emerge from bargaining, negotiation, and jockeying or

Symbolic Frame  

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What is most important about any event is not what happened but what it means; Activity and meaning are loosely coupled; events have multiple meanings because people interpret experience differently; Most of life is ambiguous or uncertain—what happened, why it happened, or what will happen next are al puzzles; High levels of ambiguity and uncertainty undercut rational analysis, problem solving, and decisionmaking; and In the face of uncertainty and ambiguity, people create symbols to resolve confusion, increase predictability, provide direction , and anchor hope and faith.

cont…

Symbols….        

Myths Stories Ritual/Ceremony Metaphor, Humor, and Play Meetings Planning, Evaluation (e.g., Six Sigma; Portfolio Mgt) Collective Bargaining Power

…in a world where no individual can possibly have all the answers, it is the inclusive organization that excels! Frances Hesselbein, 1996 President/CEO of the Drucker Foundation