1 / 27

All the Moving Parts: Designing a Merged Library/IT Organization

All the Moving Parts: Designing a Merged Library/IT Organization . EDUCAUSE Mid-Atlantic Regional Conference January 10, 2006. Presenters. Todd A. Heckman Partner, Smart and Associates, LLP Robert Renaud Vice President & CIO, Dickinson College. Agenda. Institutional Context

winka
Télécharger la présentation

All the Moving Parts: Designing a Merged Library/IT Organization

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. All the Moving Parts: Designing a Merged Library/IT Organization EDUCAUSE Mid-Atlantic Regional Conference January 10, 2006

  2. Presenters • Todd A. Heckman Partner, Smart and Associates, LLP • Robert Renaud Vice President & CIO, Dickinson College

  3. Agenda • Institutional Context • Factors Leading to Reorganization • Key Decisions • Organizational Design • Initial Outcomes • Key Learnings • Web Site

  4. Institutional Context

  5. Institutional Context • Budget problems in the 1990s • New leadership • Dickinson College Strategic Plan, FY 2001-2005 • Focus on measurable outcomes

  6. Factors Leading to Reorganization • Strategic Plan review in 2004: • Budget balanced • Selectivity increased • National visibility enhanced • Library organization stabilized • IT services issues identified • Smart Associates engagement

  7. Key Decisions • Decision to merge, April 2004 • Decision to adapt initial design to Dickinson culture • Decision to create CIO position • Decision to keep existing units essentially intact • Decision to use summer to implement initial changes

  8. Organizational Design The primary driver for technology strategy Dickinson College Strategic Plan How the strategy is managed & translated College Governance Structure Primary First Line Response to Campus Primary User Interface Functional Applications How the unique departmental requirements are supported by technology Academic Administrative The common foundation for driving economies of scale Campus Network

  9. Organizational Design President Dickinson College Strategic Plan CIO College Governance Structure Primary User Interface User Services Functional Applications Library Services Academic Technology Academic Administrative Institutional Systems Infrastructure Systems Campus Network

  10. Organizational Design • LIS Departments • Academic Technology Services • Infrastructure Systems • Institutional Systems • Library Services • User Services • LIS Cross Functional Teams • Global Education and Language Instruction • Web Design and Management

  11. Organizational Design Administrative

  12. Initial Outcomes • New management team in place • Decision to replace ERP • Migration to new network OS • WiFi deployment • Broad deployment of PDAs • Dramatic gains in front line service • Integrated Web presentation

  13. Initial Outcomes • Staff pushback • Resistance to integrated Web site • Confusion over library • Poor alignment with governance structure • Space and logistics problems

  14. Key Learnings • Manage expectations at all levels • Align organization with governance structure • Involve staff in decisions affecting worklife • Separate organization and public face • Understand cultures within merged organization

  15. Key Learnings • Manage expectations at all levels • Tension between need to absorb change and show results • Poor understanding of rationale • Challenge of communicating to divergent groups

  16. Key Learnings • Align organization with governance structure • Initial LIS structure incompletely mapped to faculty committees • Gaps caused miscommunication • Committee structure changed in Fall 2004

  17. Key Learnings • Involve staff in decisions affecting worklife • Issue of speed of changes • History of little change • New CIO, new directors • Issue of work space

  18. Key Learnings • Separate organization and public face • Fallacy of one to one matching of organizational structure and services • Case study of the library as brand • Role of the Web

  19. Key Learnings • Understand cultures within merged organization • Neither library nor IT side is monolithic • Divergent professional cultures • Inheriting past baggage

  20. Web Site

  21. Key Learnings • Understand cultures within merged organization • Neither library nor IT side is monolithic • Divergent professional cultures • Inheriting past baggage

  22. Key Learnings • Understand cultures within merged organization • Neither library nor IT side is monolithic • Divergent professional cultures • Inheriting past baggage

  23. Key Learnings • Understand cultures within merged organization • Neither library nor IT side is monolithic • Divergent professional cultures • Inheriting past baggage

  24. Key Learnings • Understand cultures within merged organization • Neither library nor IT side is monolithic • Divergent professional cultures • Inheriting past baggage

  25. Questions and Comments

  26. All the Moving Parts: Designing a Merged Library/IT Organization EDUCAUSE Mid-Atlantic Regional Conference January 10, 2006

More Related