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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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CDW-G Atlanta Workshop
Dr. Barbara A. White
Chief Information Officer and Associate Provost
The University of Georgia
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…”
UGA Assoc VP for Finance/Administration & Controller
Points of Pride
Schools and Colleges
email address (2004)
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
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.
Lessons Learned 101
Barbara A. White
collaborations, shared resources, etc)
-Long term sustainable funding model
-Clearly identified core functionality/level of
-Clearly articulated strategic plan
-Clearly articulated role/scope, accountability
Standards/policies/campus common ground
Lesson One: Talk to each other….remember it isn’t always about competition, but about cooperation and collegiality.
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).
Nat Lambda Rail
High Performance Computing/
Big data Sharing
Future as part of
“…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
UGA-IT Advisory Council
Committee for Academic
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
Office of CIO Liaison to Students
EMT Off Campus Rep–-1(rotation: Griffin, Tifton, Gwinnett)
CIO and 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)
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
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
Governance, and Advisement
Business Operations and
and Related Support
and Data Security
Outreach and Partnerships
Office of the CIO and
Dr. Barbara A. White
Risk Mgt, Compliance, Regulatory
Policy & Legislative Monitoring
Contract & Licensing
EITS Student Liaison
EITS Budget Officer/
Planning, Decision Support
& Project Mgt
Senior Assoc CIO
Admin Systems & Planning
Instruction, Academics & Research
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.
Lesson Two:Don’t get lost in the detail….remember the ‘big picture’
“…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…”
Office of CIO
& 5-Yr Plan
Network & Operations
Strat. Plan, Governance
Tied to budget
PR and Marketing
Over longer period
Competing in a
Info Tech & Data Security
Outreach & Partnerships
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.
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.
Governance, and Advisement
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
…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;
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..
Knowledge - Centric
Drivers of Change
21st Century Organizational Strategic Readiness
…”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”…
“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
(i.e., goals, technology, environment)
coordinating roles, networks