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Forming IT Services: in 3 Acts

Forming IT Services: in 3 Acts. Selected Lessons summarized by Brendan Guenther & Tom Davis. Shared with Common Solutions Group on 5/15/2014. Act 1: The Past. MSU has a ‘CIO’, since the 90s CIO a faculty-like academic administrator, reports to Provost Library & Technology together

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Forming IT Services: in 3 Acts

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  1. Forming IT Services: in 3 Acts Selected Lessons summarized by Brendan Guenther & Tom Davis Shared with Common Solutions Group on 5/15/2014

  2. Act 1: The Past MSU has a ‘CIO’, since the 90s CIO a faculty-like academic administrator, reports to Provost Library & Technology together We just threw the lever on a double ERP launch (HR, $) • Units historically derived • Large Academic Tech unit • Big Computer • Campus Network • Later… PCs, email, web • Large Admin Tech unit • Mainframe • Finance, HR, SIS • Small units for agility

  3. Lessons from the past • Cultures of central IT units very different, and at times at odds with each other • Relations adversarial, conflict in shadows and slow motion • Growth of IT led to egotism • Provider centric mentality • Campus perceived major projects to be “IT Unit” efforts

  4. Act 2: Reorganizing • Conceptualized by subset of CIO cabinet, those vested more in future (less in past) • Oriented towards institutional mission, customers, users • New: Org Design, Directors, Service Centers, Flattening Efforts to improve readiness • Town Halls • Aspirations • Tough Love – Brutal Honesty • Benchmarking • Feedback Loops with Staff Booting the new • Visioning – DFS – Gap • New Core Values

  5. Lessons from Reorganizing • Service Centers & Directors • Components, Customers, Staff may be orphaned • Career paths become unclear • Re-Bundling Roles • Tuning required to rebalance • Map landing places for everything • Explain how added responsibility (e.g. service ownership) prepares for future roles & promotion

  6. Act 3: Recovering from Resistance & Rejection Internal - Resistance? • Culture eats strategy for breakfast • WIIFM • Grieving • Insurgency • Orphans • Overload External – Rejection? • “Day late& dollar short” • At full strength, and still suck • Entropy & Opportunism New Hopes • Cautious Trust • Increased Expectations New CIO on the way

  7. Lessons from Aftermath • Ambivalence with central budgeting in CIO’s office • Financial Management lag • Reorganizing inadequate to solve larger governance shortfall • System archetype: Accidental adversaries • Accounting string ought to emphasize service portfolio equally with org structure • Realignment of IT requires a healthy governance process

  8. Cooperation? Competition?

  9. Conclusion & Overall Effect • Single brand a powerful unifying force (we = all of us) • Core Values helped with collegiality & customer service Foundational development in progress: ITIL PMI Fiscal Management

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