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Building A Strong Team Of IT Generals For Spearheading Campaigns
By Kelly Trosvig, VP-IT & CIO, University of Washington
Effective IT Leaders are Always Stretched
Like many CIOs in private industries, effective IT leaders in higher education are always stretched. But unlike many CIOs in other industries, who fret about not having a seat at the table, most CIOs in higher education have seats at too many tables.
These include tables that focus on supporting the research missions of the institution, whether it is next generation networking that helps faculty access their research projects across the globe, or dealing with the ever increasing data sets stemming from these projects. It includes tables that focus on the academic mission, such as helping faculty bring data sets into classrooms for instruction, or leveraging technology in multiple ways to enrich teaching and learning. Other tables focus on administrative operations, including streamlining business processes and improving service delivery through automation, introducing “apps” that make a cumbersome task easy, and helping transform data into actionable dashboards for decision makers. And finally, we sit at tables that support a richer student life by enabling an innovative digital world such as Wi-Fi everywhere and intuitive self-service tools.
CIOs must be able to build a core of strong staff to extend and leverage the IT organization’s reach. They must plan their workforce for changes in technology. And finally, and most importantly, they must build capacity for change in their organization—to be able to pivot and adapt to a rapidly changing technology environment.
Developing Layers and Networks of Leaders
To be effective, CIOs in higher education must build a team of strong IT generals, enabling the CIO to lead multiple initiatives across campus. These generals can spearhead campaigns in student systems and engagement; analytics and decision support systems; administrative applications linked with business transformation; strategic infrastructure; and networking re-architecture to support research and operations. But for any of these initiatives to have true impact, IT needs to work hard on campus engagement, creating business value, communication, and change management.
CIOs must be able to build a core of strong staff to extend and leverage the IT organization’s reach
Recognizing that campus IT is often delivered through a fabric of support between central and decentralized IT, it is important to build relationships and to improve information sharing and trust between our organizations.
Strategic Planning of Our Workforce
Developing a plan for retention and replacement of your IT workforce is essential to your organization’s success. It is critical that we understand what this means as we plan our operations, training, and support for staff transitions. While planning for workforce management you have to look not only at your people but at technology trends to make sure they are in sync; make sure you have the skill sets on hand for the technology you are managing. Only by understanding the realities of your workforce and your technology plan can you start to manage this asset effectively.
Developing Capacity to Adapt to Change
One of the best ways to build capacity for change is through helping everyone understand the necessity of the change, the benefit of delivering the most important services to our campus, and the consequences of not changing.
In order to remain relevant, both our institutions and our organizations need to develop the capacity for change. For a university to advance its mission and to remain competitive, it needs to adopt new technologies. IT organizations need to be agile to keep up with rapid changes in technology in order to help their institutions succeed.
How do we adapt? Fundamentally, IT organizations need to have the capacity to fund our own exploration and discovery, through relentless cost-cutting of the less important, and not keeping every service running until the last user is ready to exit. At the same time, we need to remember we have productive faculty into their eighties and nineties at our institutions, and change may be challenging. We need to have clear criteria, supported by our institution, about how and when to disinvest and redeploy resources.
Finally, Ending with a Challenge in the Coming Year
Each of us on our campuses has its own Silicon Valley of innovation and limitless possibilities, which every one of us under-exploits. It is higher education’s biggest strategic differentiator - access to the brightest young minds in the country - our students. All of us have student staff and many works in our service centers, student computer labs, user interface teams, or as support workers around our units. There is the opportunity, through thoughtful engagement, to have student employees contribute and gain so much more.
All of us can do better and would do better if we tap into this strategic asset more in the coming year.
Headquartered in Seattle, WA, University of Washington was founded in 1861. The University imparts quality education with the help of its skilled staff and empowers students and researchers for a better tomorrow.