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Itservices.msu.edu Forming IT Services: in 3 Acts Shared with Common Solutions Group on 5/15/2014 Selected Lessons summarized by Brendan Guenther & Tom.

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Presentation on theme: "Itservices.msu.edu Forming IT Services: in 3 Acts Shared with Common Solutions Group on 5/15/2014 Selected Lessons summarized by Brendan Guenther & Tom."— Presentation transcript:

1 itservices.msu.edu Forming IT Services: in 3 Acts Shared with Common Solutions Group on 5/15/2014 Selected Lessons summarized by Brendan Guenther & Tom Davis

2 itservices.msu.edu Act 1: The Past MSU has a ‘CIO’, since the 90s CIO a faculty-like academic administrator, reports to Provost Library & Technology together We just threw the lever on a double ERP launch (HR, $)  Units historically derived  Large Academic Tech unit  Big Computer  Campus Network  Later… PCs, , web  Large Admin Tech unit  Mainframe  Finance, HR, SIS  Small units for agility

3 itservices.msu.edu Lessons from the past Cultures of central IT units very different, and at times at odds with each other Relations adversarial, conflict in shadows and slow motion  Growth of IT led to egotism  Provider centric mentality  Campus perceived major projects to be “IT Unit” efforts

4 itservices.msu.edu Act 2: Reorganizing Conceptualized by subset of CIO cabinet, those vested more in future (less in past) Oriented towards institutional mission, customers, users New: Org Design, Directors, Service Centers, Flattening Efforts to improve readiness  Town Halls  Aspirations  Tough Love – Brutal Honesty  Benchmarking  Feedback Loops with Staff Booting the new  Visioning – DFS – Gap  New Core Values

5 itservices.msu.edu Lessons from Reorganizing Service Centers & Directors Components, Customers, Staff may be orphaned Career paths become unclear Re-Bundling Roles  Tuning required to rebalance  Map landing places for everything  Explain how added responsibility (e.g. service ownership) prepares for future roles & promotion

6 itservices.msu.edu Act 3: Recovering from Resistance & Rejection Internal - Resistance? Culture eats strategy for breakfast WIIFM Grieving Insurgency Orphans Overload External – Rejection?  “Day late & dollar short”  At full strength, and still suck  Entropy & Opportunism New Hopes  Cautious Trust  Increased Expectations New CIO on the way

7 itservices.msu.edu Lessons from Aftermath Ambivalence with central budgeting in CIO’s office Financial Management lag Reorganizing inadequate to solve larger governance shortfall  System archetype: Accidental adversaries  Accounting string ought to emphasize service portfolio equally with org structure  Realignment of IT requires a healthy governance process

8 itservices.msu.edu Cooperation? Competition?

9 itservices.msu.edu Conclusion & Overall Effect Single brand a powerful unifying force (we = all of us) Core Values helped with collegiality & customer service Foundational development in progress: ITIL PMI Fiscal Management


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