Addressing Organizational Development at Collab State University

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Addressing Organizational Developmentat Collab
State University
August 5, 2007
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Group 5 Team Members

• J. L. Albert, IT Director
• Tom Erwin, Provosts Office
• Lavon Frazier, Deputy CIO
• Wesley Hull, HR
• James Lyall, CIO
• Walt Sevon, Consultant

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Presentation Outline

• Introduction
• Background Assumptions
• University Challenges
• Statement of Opportunity
• Action Steps
• Essential for Success

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Background Assumptions

• CIO has a voice at the executive table
• IT governance structure with prioritization
  process in place
• IT is meeting the operational needs of the
  institution
• IT communicates and works fairly well together
  within the organization

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Background and Assumptions

• IT has taken steps to better support the
  University
• Deployed new ERP system
• Established research IT group
• Increased classroom technology and support for
  faculty
• Added a security office

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Background and Assumptions

• Innovation and continuous improvement are not
  part of the institutions culture
• Executive sponsorship is not there for technology
  and innovation
• IT goals vision not effective in facilitating
  innovation

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However

• IT is reactive, not proactive
• IT management doesnt (yet) share the value of
  innovation with the CIO
• IT staff do not appreciate the strategic
  importance of IT to the University
• IT management and staff not meaningfully engaged
  with faculty, staff, and students

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University Challenges

• Enrollment management
• Student technology expectations
• Faculty needs for teaching and research
• Increasing operating costs

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Statement of Opportunity

• IT must become a strategic partner in
  achieving the vision of Collab State
  University!

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Overall Strategy

• Re-focus the IT organizationto be an
  integrated, innovativepart of the institution.

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Action Steps Staff Improve IT management skills

• Work with administrators, deans, and directors to
  identify strategic initiatives and any
  outstanding operational issues
• Help educate administrators, deans, and directors
  on strategic value of technology
• Provide ongoing professional development for IT
  management on active listening, higher education,
  and new technologies
• Hold regular meetings with IT management to share
  results of above

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Action Steps InnovationImprove innovation
process

• Develop a business planning analyst in IT to
  facilitate collaboration, planning, and projects
  (identify train existing staff member)
• Recruit a cross-functional innovation working
  group, including IT staff
• Create an innovation lab where new technologies
  can be assessed
• Develop a reward/recognition program for broad
  perspective and innovative thinking

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Action Steps CIO Align IT vision, goals, and
strategies with the strategic goals of the
university

• Actively work with the IT management to develop a
  new IT vision
• Provide tools to IT staff to increase efficiency
  of IT operations, freeing up staff for strategic
  projects
• Continue to use consulting team to review IT
  processes and recommend improvement
• Develop metrics to assess results

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Essential for Success

• Your help is needed to
• Support our efforts
• Communicate our goals
• Ensure participation of faculty and staff
• FundingOnly if we need it.
• Questions?