Leadership and strategic thinking the good bad and not so ugly
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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]

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Leadership and strategic thinking the good bad and not so ugly

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]


Leadership and strategic thinking the good bad and not so ugly

“…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!...”


Leadership and strategic thinking the good bad and not so ugly

CONTEXT:“…the CIO and/or Executive IT role is accountable for the leadership, return-on-investment, 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…”


Leadership and strategic thinking the good bad and not so ugly

Office of CIO/

Assoc Provost

Related Entities

Business/Industry

Standards— Best

Practices

EITS

Chancellor

Deans, VP’s,

Assoc VP’s/

Provosts

Bd of

Regents

SLR

Advisory Council

USG

Auditor

EMT

Faculty Gov

ACIT

UGA

Auditor

Provost

5 yr

Plan

ITAC Cabinet

Federal/State

Legislation

State of

Georgia

Auditor

ITAC

Advisory

Council

Compact

Planning

Research

Security

Acad/

Instruct

ITMF

Administrative

UgaNet

Outreach/

Public Serv


Leadership and strategic thinking the good bad and not so ugly

Ms. Holley Schramski

UGA Assoc VP for Finance/Administration & Controller


Considerations re context

Considerations re: Context

  • 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?


Leadership and strategic thinking the good bad and not so ugly

Visiting UGA 

Mission 

History 

Points of Pride 

Quick Facts 

Administration 

External Affairs 

Campus 

Undergraduate Programs 

UGA News 

Undergraduate 

Graduate 

Continuing Education 

International Students 

Financial Information 

Schools and Colleges 

  • 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)


Leadership and strategic thinking the good bad and not so ugly

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 transactionseach month on the IBM mainframe not includingdrop/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


Leadership and strategic thinking the good bad and not so ugly

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


Leadership and strategic thinking the good bad and not so ugly

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

Industry Top Ten Trends in Business Intelligence

  • Governance: Ensuring Effectiveness of Programs/Invest

  • Stepping Backto 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

  • Challenge of ‘Shadow BI’: Pervasive Use a Downside


Leadership and strategic thinking the good bad and not so ugly

Leadership and

Strategic ‘’Thinking’

Lessons Learned 101

Barbara A. White

circa 1950


Drivers examples

Drivers (examples)

  • 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

Actions, Strategies, Methodologies(Gartner, Inc; SunGard Higher EducMgt 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


Leadership and strategic thinking the good bad and not so ugly

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


Cio associate provost priorities

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.

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


Leadership and strategic thinking the good bad and not so ugly

cont. Priorities

  • In concert with the OVPR through a Memo of Understanding, facilitate development of long term strategy supporting and positioning High Performance Computing andthe UGAResearch 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).


Leadership and strategic thinking the good bad and not so ugly

Internet 2

SLR

Nat Lambda Rail

Security

Sustainable Funding

Model

Business

Case

Capacity Mgt/

Connectivity

Analysts/PhDs

Tech Support

Storage/Archiving

State/National

Partnerships

Consortia

Resource Sharing

Staffing

Training

Data Mgt

-Expectations-

High Performance Computing/

Computational power

Access/Virtual/Immersive

Download capability

Big data Sharing

Standards

Grants/

Contracts

Data

Center

Policy

Research Expenditures

Research Awards

Future as part of

ENTERPRISE

Global/National

‘Big Picture’

Organ. Structure

Institutional

Drivers

Governance

Financial/Business Model

Decision-Making Model

Strategic Priorities


Leadership and strategic thinking the good bad and not so ugly

“…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

CIO/Assoc Provost Expectations of Advisory Structure

  • 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

UGA-IT Advisory Council

EMT

CIO

UGA-IT Advisory Council

Research Computing

Research Computing

Public Service/Outreach

Committee for Academic

and Instructional

Technologies (CAIT)

Administrative Computing

UGANet

ITMF

University

Cablevision

Security Advisory

Council

ID Management

Task Force

IT Audit

Committees


Cio and associate provost affiliated memberships

CIO and Associate Provost-- Affiliated Memberships

ITAC Cabinet

Chair, Research/HPC Com. Ex Officio Members

Chair, Administrative Comput Com. EITS Business/Financial Officer

Chair, Instruction/Acad Com. Assoc CIO/Instruction, Acad & Research

Chair, Public Serv/Outreach Com. Assoc CIO/Admin Systems & Planning

Chair, Security Committee (CISO) Chair, ITMF

Vice Chancellor/OIIT or Rep Chair, UgaNet

Chair, ITAC

Office of CIO Liaison to Students

EMT Off Campus Rep–-1(rotation: Griffin, Tifton, Gwinnett)

CIOand Assoc Provost ITAC Council

Sen VP for Acad/Provost Chair, Research/HPC Com Chair, Administrative Comput Com.

Sen VP for Finance/Admin Chair, Instruction/Acad Com. Chair, Pub Serv/Outreach Com.

Sen VP for External Affairs UGA Auditor Graduate Student

VPfor Student Affairs Undergraduate Student Faculty (4)

VP for Research Registrar Director, Institutional Research

VP for Pub Serv & Outreach Director, Libraries Director, Assessment/Accreditation

VP for Instruction Vice Chancellor/OIIT or Rep. Rep, CIO Exec Council/Atlanta

VP for Public Relations/Mkt IT Business/Industry-Athens Assoc VP Fin & Admin-Controller

Chris Miller, Assoc Provost Dean (1) Georgia Center

Ryan Nesbit, Sen Assoc VP for USG Research Institution CIO Chair, Security Committee

Finance/Admin Office of CIO Liaison to Students Representative from Facilities

Off Campus rep—1 (rotation: Griffin, Tifton, Gwinnett)

Ex Officio

Assoc CIO/Instruction, Acad & ResearchEx Officio: Chair, ITMF Assoc CIO/Instruction, Acad & Research

Assoc CIO/Admin Systems & Planning Chair, UgaNet Assoc CIO/Administrative Systems & Planning

EITS Business & Financial OfficerEITS Business & Financial Officer

CIO and

Assoc Provost


Leadership and strategic thinking the good bad and not so ugly

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


Leadership and strategic thinking the good bad and not so ugly

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

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


Leadership and strategic thinking the good bad and not so ugly

UGA Data Integration

Initiative

Office of the CIO and

Associate Provost

Dr. Barbara A. White

Risk Mgt, Compliance, Regulatory

Policy & Legislative Monitoring

Contract & Licensing

Negotiations

EITS Student Liaison

EITS Budget Officer/

Business Services

EITS

Planning, Decision Support

& Project Mgt

Senior Assoc CIO

Assoc CIO

Admin Systems & Planning

(Administrative Computing)

Assoc CIO

Instruction, Academics & Research

Unit A

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.

Next Steps..

Draft….8/14/06


Leadership and strategic thinking the good bad and not so ugly

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


Leadership and strategic thinking the good bad and not so ugly

…in a worldwhere no individual can possibly have all the answers, it is the inclusive organization that excels!

Frances Hesselbein, 1996

President/CEO of the Drucker Foundation


Leadership and strategic thinking the good bad and not so ugly

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…”


Leadership and strategic thinking the good bad and not so ugly

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

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

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


Leadership and strategic thinking the good bad and not so ugly

Client Services

Provost 5-yr

Program

Planning

Office of CIO

Compact

Planning Process

& 5-Yr Plan

Network & Operations

UGA

Goals

Decision-Support

and Planning

Strat. Plan, Governance

Research

Computing

Building the

New Learning’

Environment

Promote admin

units

Bus Operations/Admin

Information Tech.

Security

Infrastruct/Support

Tied to budget

process

Communications,

PR and Marketing

Research

Investment

Instructional Computing

Resource allocation

Over longer period

5 yr

Research Computing

Administrative

Systems and

Planning

Customer Support

Competing in a

Global

Economy

Business Office

Info Tech & Data Security

Performance measures,

progress

Outreach & Partnerships

Licensing/Contracts


Uga information technology goals

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 for teaching, learning, research and outreach efforts of the University.


Cont goals

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.


Leadership and strategic thinking the good bad and not so ugly

Strategic Planning,

Governance, and Advisement

  • Information TechnologyCompact Planning

  • negotiated, bilateral written agreement focused on long-term 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

Types of Initiatives…

  • 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 unit-specific goals

  • improving the unit’s performance

  • supporting established targets for growth, recruitment, retention, increased research funding, etc


Leadership and strategic thinking the good bad and not so ugly

Dr. Robert Boehmer

UGA Vice Provost for Institutional Effectiveness


Leadership and strategic thinking the good bad and not so ugly

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

Premise…..”Good to Great”!

…the book Good to Greatby 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


Leadership and strategic thinking the good bad and not so ugly

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

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 leadership1

Reframing Leadership


Structural frame

Structural Frame

  • 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,

    coordinating roles, networks


Human resource frame

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


Leadership and strategic thinking the good bad and not so ugly

Philosophy:

  • Hiring right and rewarding well

  • Providing security

  • Promoting from within

  • Training and education

  • Teaming

  • Sharing the wealth


Political frame

Political Frame

  • 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 position


Symbolic frame

Symbolic Frame

  • 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 decision-making; 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

cont…Symbols….

  • Myths

  • Stories

  • Ritual/Ceremony

  • Metaphor, Humor, and Play

  • Meetings

  • Planning, Evaluation (e.g., Six Sigma; Portfolio Mgt)

  • Collective Bargaining

  • Power


Leadership and strategic thinking the good bad and not so ugly

…in a worldwhere no individual can possibly have all the answers, it is the inclusive organization that excels!

Frances Hesselbein, 1996

President/CEO of the Drucker Foundation


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