Balancing Today with Tomorrow through Innovation, Collaboration, and Integration Building Collaborat

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Balancing Today with Tomorrowthrough
Innovation, Collaboration, and IntegrationBuildi
ng Collaborations The Challenges of Diplomacy

• University Business Campus Development Summit
• Miami, Florida
• March 25-27, 2007

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What I heard.

• resistance.a human quality
• vocal-centered group
• importance of word/concept of community
• planning, given vocabulary, architecture,
  evolve in an orderly way
• stewardship toward progress using institutions
  resources conflict between what stewardship
  requirements are, and what can be delivered
• importance of culture.perception is reality
• sense of University how address
  collaboration while maintaining
  autonomy.establishing a federated model
• strategic performance driven continuous
  improvement
• enterprise asset management

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• in a world where no individual can possibly
  have all the answers, it is the inclusive
  organization that excels!
• Frances Hesselbein, 1996
• President/CEO of the Drucker Foundation

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Begin with the never ending end in mind
including identification of the organizational
goal, i.e. collaboration and the necessary
critical building blocks to achieve this goal.

Leadership
Knowledge Management
Information Technology/Systems
Change Management
Drivers of Change
Strategic Planning
21st Century Organizational Strategic Readiness
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Optimizing IT in a Business-related Culture
requires collaboration. for example...

• when an administrative unit is faced with the
  need to provide new and/or more timely services,
  to produce new products, and/or to increase
  efficiency or productivity, alignment of the
  units within the organization becomes
  increasingly critical

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Ms. Holley Schramski UGA Assoc VP for
Finance/Administration Controller
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Ultimate outcome.collaboration

• means to co-labour, to work together does not
  mean harmony or agreement
• requires that neither persons perspective
  dominates
• depends on shared values, goals, perceptions and
  is co-operative existence of trust
• requires consulting (communication), exchanging,
  assertiveness, and listening skill sets

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A WORD ABOUT CONTEXT the CIO is
accountable for the strategic.i.e., leadership,
return-on-investment, standards/ policies,
performance, security, support, access,
availability, reliability of information
technology, infrastructure, networks, systems,
support, services.while at the same
time.striking the right balance among
innovation, service, compliance, operational
continuity
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Office of CIO/ Assoc Provost
Related Entities
Business/Industry Standards Best Practices
EITS
Chancellor
Deans, VPs, Assoc VPs/ 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
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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?

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Mission 
 
History 
 
Points of Pride 
 
Quick Facts 
 
Administration 
 
External Affairs 
 
Campus 
 
Visiting UGA 
 
UGA News 
 
 
Undergraduate 
 
Graduate 
 
Continuing Education 
 
International Students 
 
Financial Information 
 
 
Schools and Colleges 
 
Undergraduate Programs 
 
 
 
 

• 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)

21st Century Organizational Strategic Readiness
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• 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 transactions each month on the IBM
  mainframe not including drop/add during
  drop/add, estimated 10 million transactions
• estimated 39,000 devices on the campus network
  not counting wireless (e.g., computers, printers)
  

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Campus Expectations

• High performance computing/parallel
  computingcentral
• hosting and central backup systems and services
• 24x7 access and functionality for University data
  management in an integrated environment based on
  enterprise model data warehouse/data mining
  capability
• Comprehensive information technology security
  planning contingency and disaster recovery
  plans 24x7 monitoring, intrusion prevention,
  protection education, awareness and training
• Life cycle management of campus
  systems/applications
• Support for Public Service and Outreach systems
  and services state-wide, and through
  international education

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Wes Henry President, Residence Hall
Association-2006
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• additional expectations.
• Responsive, reliable, client and service-oriented
  central computing organization reflecting strong
  leadership and management for the core
  demonstrates cooperation, collaboration and
  innovation
• Comprehensive long term IT planning model for
  core infrastructure, architecture, systems and
  services
• Comprehensive enterprise business model based on
  industry standards, policy, ROI, and value-added
  to organization

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CIO Reality Check.

• Decentralized nature of campus reflecting
  combination of a distributed funding and staffing
  model absence of comprehensive IT plan
• Expressed concern by campus users re impact of
  development, implementation and management of
  central campus-wide IT policy, standards,
  guidelines, and best practices as basis for
  managing and protecting core systems/
  applications
• Minimal campus-wide enterprise planning and/or
  decision-making strategies for IT investments,
  life cycle management and future requirements
• Need for match between alignment of core
  services, systems, leadership and management with
  priorities of the institution

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• the heart of IT alignment within an institution
  is a common understanding of the institutional
  priorities..i.e.., IT strategic planning, IT
  governance, communications, and
  measurement/assessmentin addition to the
  distinctive culture, the characteristics that
  define the institution.
• ECAR, 2004

Change Management
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Drivers of Change at UGA

• UGA student body faculty research agenda
• UGA Mission/Goals
• American Higher Educations three Revolutions
• UGA Strategic Plan 2000-2010
• Five-year Program Planning Process/Provost
• UGA Accreditation 2009-2010
• State/Federal data requirements
• Enterprise Approach for IT Planning
• Data-driven Decision-making
• Fund raising/Development/Capital Campaign

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Client Services
Provost 5-yr Program Planning
Office of CIO/ Compact Planning Process 5-Yr Plan
Network Operations
UGA Goals
Decision-Support and Planning
Research Computing
Strat. Plan, Governance
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
Administrative Systems and Planning
Research Computing
Customer Support
Competing in a Global Economy
Business Office
Info Tech Data Security
Performance measures, progress
Outreach Partnerships
Licensing/Contracts
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Alignment and Commitment go hand in hand
creating compliance will not provide high levels
of alignment. Thus. Ownership, a connection to
the customer, and belief in the organization are
required to obtain lasting and willing
commitment. This requires engagement across the
organization in planning strategically.
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• for example, Compact Planning process
• url www.eits.uga/cio
• negotiated, bilateral written agreement focused
  on long-term planning
• venue for establishing initiative-based
  priorities
• cyclical, iterative, and annual process
• 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
• process that positions actions, outcomes, and
  performance expectations with respect to shared
  responsibilities via partnerships and codicils.
• data-driven

Strategic Planning
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Dr. Robert Boehmer UGA Vice Provost for
Institutional Effectiveness
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if you take a look at current literature about
the role and scope of a CIO, youll see that the
qualifications that business, industry,
government, and higher education are looking for
now emphasize less high-end technology expertise,
and more organizational skills Other
attributes include the ability to engage people,
planning skills, being able to understand the
business side of the house, and certainly,
understanding technologys role, applications,
and major players in the market. Dr.
Barbara A. White Campus Technology 2005
Leadership
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Re Leadership Skills

• Proactive/positive influence
• Teamwork
• Strategic Thinking
• Deliver Business Results
• Decision making
• Creativity
• Communication
• Staff Development
• Gartner, Inc 2006

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EnvironmentSkills Set

• Company specific knowledge
• Functional area process knowledge
• Industry knowledge
• Business process redesign
• Change management
• Management of stakeholder expectations
• Project management
• User relationship management
• Negotiation experience

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in addition to recognizing Barriers.

• Overwhelming backlog of requests and projects
• Inadequate budgets
• Shortage of time for strategic thinking and
  planning
• Unrealistic expectations from the organization
• Lack of key technical skill sets within IT
  department
• Overwhelming pace of technology change
• Lack of business knowledge within the IT
  department
• Lack of alignment between business goals and IT
  efforts
• Difficulty proving the value of IT
• CIO Magazine, Jan. 2006
• Survey State of the CIO

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So.. to build a collaborative environment, one
must understand the nature and role of
diplomacy.that saidDiplomacy is the art and
practice of conducting negotiations between
representatives of groups. in an informal or
social sense, diplomacy is the employment of tact
to gain strategic advantage (e.g., the phrasing
of statements in a non-confrontational or social
manner).
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Academic exchange and collaboration across
cultural and national borders are enormously
important to fostering goodwill, building lasting
diplomatic ties and creating a culture of mutual
understanding and cooperation. It's impossible to
overstate the importance of those outcomesi.e.,
soft diplomacy within the increasingly global
economy we live within. John B. Simpson,
President University at Buffalo 2006
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The Art of Diplomacy in Building
Collaborations Diplomacy Lessons 101 Barbara A.
White circa 1950
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Lesson One Talk to each other.remember it
isnt always about competition, but about
cooperation and collegiality.
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Ms. Holley Schramski Assoc VP for Finance
Administration Controller
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Lesson Two Dont get lost in the
detail.remember the big picture
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• Key Success Factors
• Clearly articulated campus vision and/or
  priorities
• Understanding of campus culture and perceptions
  of IT (e.g., perception is reality)
• Documented interface between campus planning and
  budgeting process, and IT planning process
• Documented engagement of campus constituents,
  customers, peers, staff in systematic planning
  process
• (e.g., Compact Planning)
• Emphasis internally and externally on
  accountability and performance metrics, i.e., the
  facts!
• Active and functional Advisory Committee
  structure(s)
• Communication, communication, communication!

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AndLesson Three Its OK that not everyone cares
about the same thing, but one needs some level of
organization and focus
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Remember, alignment/transformation and thinking
strategically in collaborative environment
requires organizations to change

• How do we get people to be more open, to
  assume more responsibility, to be more creative?
• What are we trying to accomplish? What are
  the necessary changes? What are the indicators
  that will signal success?
• Why do we have to change the way we do things?
  Why do these changes cost so much? Why does
  productivity need to be improved? Why is
  additional capital needed? Why do we need a new
  generation of products?

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So.whats the problem in being a diplomat and/or
creating environment of diplomacy? Could it be
the diversity of

• Opinions
• Leadership styles
• Expectations (real or unreal)
• Committee structure(s)
• !!Budgets!!
• Campus Politics
• Scope (e.g., Enterprise vs Dept)
• Timelines (e.g., now vs long term)
• Ceaseless Debate (e.g., noble cause or bluff)

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Approaches to Consider

• take the high road.keeping long term goal in
  mind
• Persevere i.e., steady as she/he goes..rather
  than sporadic efforts
• Remember, always in context of testing mixed
  messages and absence of fact weakens role as
  diplomat and eventual chance of collaboration
• Use care in picking individuals to whom you vent!
  Remember, rumor reality particularly in
  political and changing environments
• Diplomacy requires big picture and close up
  assessmentsi.e., organizational goals,
  priorities in concert with expectations in
  concert with players, personal agendasleader has
  to know them all!

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Cont.

• Assess appropriateness of charisma in building
  collaborations via role as diplomat remember
• ...how we act and react depends not so much on
  what occurs around us as on how we perceive it
• Pick your battle as a diplomat carefully
  recognize importance of alliances, alignment,
  communications, advocates of issue, facts.one
  cant be too prepared
• May not always be about peacemaker , but about
  managing relationships to create peace!
• Step outengage others.dont wait for them to
  come to you
• Walk the talk.compared to pulling on
  diplomatic approaches only when needed be known
  as a diplomat

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• in a world where no individual can possibly
  have all the answers, it is the inclusive
  organization that excels!
• Frances Hesselbein, 1996
• President/CEO of the Drucker Foundation

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Dr. Barbara A. WhiteCIO and Associate
ProvostThe University of Georgiabarbwhit_at_uga.edu
www.eits.uga.edu/cio