Enterprise Organization and Governance Building consensus on a campus technology strategy Robert B. Kvavik Associate Vice President and Vice Provost EDUCAUSE Indianapolis, IN October 31, 2001 Copyright by Robert Kvavik This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.

Enterprise Organization and Governance “Building consensus on a campus-wide technology strategy is like trying to put socks on an octopus”

Enterprise Organization and Governance

Governance patterns What are common governance patterns at our colleges and universities? How do we create authority structures that evaluate technology needs and opportunities in terms of institutional and educational priorities, rather than administrative imperatives and local interests?

Enterprise Organization and Governance Governance patterns What incentives are needed to get individuals to work together in the information organization? What are management’s challenges and the outcomes associated with each model ? Where are we going and how do we plan to get there?

Enterprise Organization and Governance Governance model assumptions The management/governance of information resources and technology transcends the Office of Information Technology, which is but one partner in a larger governance entity A governance model must be developed at both the macro and micro level: for the system as well as the IT office

Enterprise Organization and Governance Governance model assumptions Information will increasingly be governed/regulated by licenses Control of discovery and search systems/tools will increasingly be in the public domain

Enterprise Organization and Governance Macro-goverance models Consensual confederalism : enterprise-wide system (ERP) Departmental syndicalism: data warehouse Departmental corporatism: common tools Academic laissez-faire: silos Collectively owned Unit owned Collectively owned Unit owned Data Process

Enterprise Organization and Governance Where are we going? Current Information is the basis of power and is rationed carefully Rules driven Process driven Envisioned Common and shared information is the basis of consensual decision-making Information driven Processes embedded in applications

Enterprise Organization and Governance Where are we going: values and roles? Current Need approvals Vertical Silos Controller Culture of anecdotes Culture of compliance Specialists Envisioned Empowered people Horizontal One-stop shopping Facilitator Culture of information Culture of trust Generalists

Enterprise Organization and Governance Auto Transaction Auto Transaction Self Help Self Help Generalist Generalist Specialist Specialist Old Process New Process

Enterprise Organization and Governance Where are we going? Current Locally sub-optimized Information is captive and protected Services mapped to organizations Departmental data/solutions Hierarchical/specialized structures Envisioned Institutionally aligned Information is ubiquitous and shared Services integrated and seamless Enterprise data warehouse solutions Open structures and processes

Enterprise Organization and Governance What is driving change? Rising customer expectations and demand for customer access and control Demand for simplicity and transparency in an increasingly complex environment Elimination of procedural controls/simplification of processes Dynamics of a new labor force (high expectations, unwillingness to be on trailing edge)

Enterprise Organization and Governance Barriers Absence of clear and explicit academic expectations Minimal institutional commitment and strategy

Enterprise Organization and Governance Barriers Culture, tradition, and practices Governance at odds with envisioned environment Compensation and benefits do not motivate the behaviors we want Lack of clarity about ‘who owns the data’?

Enterprise Organization and Governance Barriers Organizational structures do not align with functions (e.g., e- business) Organizations must be flatter, less hierarchical, broader in function, with greater control of resources

Enterprise Organization and Governance How do we get there? The enterprise portal must be a shared resource instead of a private domain owned by one group Strategic ownership of the portal by the provost; tactical ownership by the technology office

Enterprise Organization and Governance How do we get there? Appropriate incentives: broad- banding, reward generalists

Enterprise Organization and Governance Partnership requirements Mission and vision Policies and rules; agreed on technical framework A new leadership paradigm: e-business technology officer, e-steering committee, and tactical teams All funds, cross-organization budget and budget process

Enterprise Organization and Governance A redefined mission Current Teaching Research Outreach Envisioned Learning Discovery Engagement

Enterprise Organization and Governance An agreed upon vision Vision: Unique departmental e- vision versus enterprise-wide vision Risks: costly and low priority outcomes and missed opportunities

Enterprise Organization and Governance Vision statement We are a nationally recognized innovator in higher education setting new standards of service and introducing new information systems in support of our clients We are a client-focused organization. Our systems and organization are designed to meet their needs

Enterprise Organization and Governance Vision statement We are recognized as a leading edge user of information technology We use a common architecture as a major enabler to achieve service excellence Our services are cost effective and our quality is world class

Enterprise Organization and Governance Vision statement We have local staff within the enterprise group that work together in global networks We provide our clients easy access to the information they need to make informed decisions in support of their academic and personal objectives

Enterprise Organization and Governance Vision statement We have employees who are world class innovators and act on their own initiative The University recognizes and supports entrepreneurial actions that make possible an effective link between innovation and rapid implementation Quality, timeliness, and responsiveness characterize our productivity standards

Enterprise Organization and Governance Organization requirements Alignment and cross functionality –stakeholder steering committee Leadership from all levels –Support from the top –Empowered staff –Effective teams

Enterprise Organization and Governance Organization requirements E-business executive officer with responsibility to coordinate a wide variety of e-business services and technical services

Enterprise Organization and Governance Management options Create and gain support for a shared vision to guide local initiatives Centralize and manage high quality services, e.g., single sign- on, authentication process, templates, and support Manage the agenda

Enterprise Organization and Governance Management options Affect the decision-making structure and patterns of participation Manage timing and context Create new arenas or dismantle old ones Quality assurance

Enterprise Organization and Governance Management options Establish standards (limited number) Demand continuous feedback on the web Keep people in the loop but keep the development moving

Enterprise Organization and Governance New governance and planning structure User (Students, faculty, staff and alumni)

Enterprise Organization and Governance Rich, full-featured, easy-to-use, multimedia, interactive information services Personalized views tailored to relationships and authorizations; full range of easy-to-use personalization and navigation features and publication/subscription services Universal, integrated, distributed, auditable authorization and authorization management services Ed Lightfoot’s Conceptual Framework for University Information Services Accurate identification of individuals; appropriate level of identification depending on task Interaction for all through Web Portals Anytime, anywhere, anyhow; fast, reliable, recoverable, secure networking and computing services Auxillaries, colleges, new for-profit & not-for profit entities Innovation and Market Forces Vision

Enterprise Organization and Governance Questions and comments?