What profession are you really in

1
What profession are you really in?

• A discussion of elements, competencies and
  challenges of our chosen profession

2
Presentation Assumptions

• A CIOs perspective
• Audience aspires to lead
• We are in this for the long run
• Competencies reflect both Information Technology
  and Higher Education Administration

3
PresentationOverview

• General elements of the IT profession
• Priorities of HE Administration
• HE Leadership expectations of IT
• Survival Tools
• Teaching and Learning expectation of the IT
  profession
• Conclusions and Recommendations

4
General elements of the IT profession

• High demand for positions
• Require increasing educational attainment
• Pays well relative to other occupations

5
General elements of academic administration

• Generally higher quality of work life
• Requires higher educational attainment
• Does not pay as well as administration in other
  industries

6
Computer ISSystem Managers
5815 Black CIS Mgrs. had some college
136320 had a Bachelors degree
Source US Census Bureau http//www.census.gov/pro
d/cen2000/doc/sf3chap8.pdf
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OtherIT Positions
663445 programmers
78830 DBAs
Source US Census Bureau http//www.census.gov/pro
d/cen2000/doc/sf3chap8.pdf
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IT Administrator vs. HE Administrator

• 94,534 Median Salary for HE Deputy CIO
• 88,696 Median Salary for HE IT manager
• 87,443 Median Salary for Dean of Mathematics
• 57,128 Median Salary for HE Payroll manager
• 40,937 Median Salary for Assoc. Registrar

Source 2008 CUPA HR Administrative Compensation
Survey
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Pays well, even in Education

• The average total salary of all CIOs surveyed is
  237,400.
• CIOs in the Government and Education/Non-Profit
  industries top out at 300,000, with an average
  of less than 175,000.
• CIOs in every other industry make an average of
  at least 260,000. Source CIO magazine 2008
  State of the CIO survey of 558 heads of IT.

10
CIO Leader Types

• FUNCTION HEAD activities that face the IT
  organization and are intended to achieve IT
  operational excellence
• TRANSFORMATIONAL LEADER creating change for
  their enterprise through close partnerships with
  business operations
• BUSINESS STRATEGIST driving strategy for
  competitive advantage, through activities that
  face across the enterprise and externally
• Source CIO magazine 2008 State of the CIO
  survey of 558 heads of IT.

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Function HeadPrimary Activities

• Managing IT crises
• Developing IT talent
• Improving IT operations
• Improving system performance
• Security management
• Budget management
• Source CIO magazine 2008 State of the CIO survey
  of 558 heads of IT.

12
Transformational LeaderPrimary Activities

• Redesigning business processes
• Aligning IT initiatives and strategy with
  business goals/strategy
• Cultivating the IT/business partnership
• Leading change efforts
• Implementing new systems and architecture
• Mapping IT strategy to overall enterprise
  strategy
• Source CIO magazine 2008 State of the CIO survey
  of 558 heads of IT.

13
Business StrategistPrimary Activities

• Developing/refining business strategy
• Understanding market trends
• Developing external customer insight
• Developing business innovations
• Identifying opportunities for competitive
  differentiation
• Reengineering or developing new markets and
  distribution channels
• Source CIO magazine 2008 State of the CIO survey
  of 558 heads of IT.

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Priorities of HE Administration

• Access and affordability
• Accountability and Performance
• Global competitiveness and economic development
• Risk management

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HE Leadership expectations of IT

• Alignment with stakeholder needs
• Academic
• Business
• Technical
• Accountable and measurable
• Operational Effectiveness
• Return on Investment
• Delivering Value
• Contribute to access, affordability, quality and
  economic vitality
• A Public HE Mandate

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Cultural expectations of IT
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Competencies IT professionals must demonstrate
Implications for IT professionals
Organization Capabilities
Technology and data
Systems Processes
Business
Relationships
IT Professionalism
Source Dave Ulrich, author of Leadership Brand
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Actions IT professionals can take
IT actions that deliver value
coach
IT professionals
architect
facilitate
deliver and do
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Connect expectations with actions
Institution Brand How it wants to be known by
stakeholders
Leadership Brand
Employee Actions
Stakeholder Experience
CEOs and IT leaders define and deliver
leadership brand
Source Dave Ulrich, author of Leadership Brand
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Teaching and Learning expectations of IT
Given that most faculty and administrators are
digital immigrants, there will likely Be
misunderstandings and disagreements about how and
when to use various Devices and technologies in
the academic setting. CIOs should provide the
bridge of understanding in their vital change
agent role. They need to recognize and
facilitate the free flow of information and
collaboration that the digital natives
expect While channeling this appropriately for
security, privacy, protection, support
for regulations and efficiency.
Source Gartner 2007
21
SurvivalTools
Source Gartner 2007
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Conclusions

• Focus on the individual is a converging activity
  within both the IT industry and the HE industry
• Environmental or green issues
• Alternative delivery and acquisition models
• Consumers are changing the way decisions and
  technology choices are made by IT
• Source Gartner 2008

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Conclusions

• Institutions are developing degree programs that
  span institutional borders
• Researchers are working across disciplines,
  campuses and countries
• Students are pursuing their degrees by combining
  multiple institutions online and in-person
  offerings
• All look to IT organizations to facilitate their
  frictionless movement between institutions and
  environments
• Source ECAR 2007

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Conclusions

• Mounting public pressure about tuition and the
  cost of higher education will continue
• Issues of immigration, access and diversity will
  challenge efforts to address retention and
  graduation rates
• The race for global competitiveness forces HE to
  reengineer and redesign strategies for STEM
  disciplines

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Recommendations for a converged profession

• Create listening forums with students, faculty
  and administrators
• Get a first hand gauge of their expectations of
  IT services and technologies
• Build student, faculty and staff profiles
• Take opportunities like Software as a Service
  (SaaS), the green movement and open source
  seriously
• These will likely represent major areas of focus
  by 2010
• Understand where your institution is
• The cost/value of education
• Retention and graduation success
• 21st Century skills preparation
• Economic development

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Additional Information

• UNC Tomorrow A strategy development initiative
  of the UNC Board of Governors
• http//www.nctomorrow.org/
• Voluntary System of Accountability
• http//www.voluntarysystem.org/index.cfm

27
Thank You!
Robyn R. Render VP for Information
Resources University of North Carolina General
Administration [phone] rrr_at_northcarolina.ed
u