Leadership and Strategic Thinking “The Good, Bad and Not so Ugly”

1. 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 barbwhit@uga.edu

2. “…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!...”

3. 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…”

4. 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

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

6. 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?

7. 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)

8. 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

9. 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

10. 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.

11. 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

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

13. 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

14. 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

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

16. 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.

17. 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).

18. 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

19. “…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

20. 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’.

21. 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

22. 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) 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) 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

23. 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

24. 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

25. 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

26. 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

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

28. …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

29. 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…”

30. 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)

31. 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

32. 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

33. 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.

34. 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.

35. 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;

36. 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

37. Dr. Robert Boehmer UGA Vice Provost for Institutional Effectiveness

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

39. 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

40. 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

41. 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

42. Reframing Leadership

43. 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

44. 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

45. Philosophy: • Hiring right and rewarding well • Providing security • Promoting from within • Training and education • Teaming • Sharing the wealth

46. 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

47. 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.

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

49. …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