Leadership and Strategic ThinkingLeadership and Strategic Thinking“The Good, Bad and Not so Ugly”“The Good, Bad and Not so Ugly”

CDW-G Atlanta WorkshopCDW-G Atlanta Workshop

Presented ByPresented ByDr. Barbara A. WhiteDr. Barbara A. White

Chief Information Officer and Associate ProvostChief Information Officer and Associate ProvostThe University of GeorgiaThe University of Georgia

barbwhit@uga.edubarbwhit@uga.edu

“…“…Sometimes there can be more Sometimes there can be more than one right answer to a than one right answer to a problem…the option you choose problem…the option you choose can say a lot about the values of can say a lot about the values of your organization…and your your organization…and your leadership!...”leadership!...”

CONTEXT:CONTEXT:

“…the “…the CIOCIO and/or and/or Executive IT role Executive IT role is is accountable for the leadership, return-on-accountable for the leadership, return-on-investment, standards/policies, investment, standards/policies, performance, security, support, access, performance, security, support, access, availability, reliability of information availability, reliability of information technology, infrastructure, networks, technology, infrastructure, networks, systems, support, services….while striking systems, support, services….while striking the the right balanceright balance among innovation, among innovation, service, compliance, operational service, compliance, operational continuity…”continuity…”

Related EntitiesOffice of CIO/

Assoc Provost

CompactPlanning

Provost5 yrPlan

EMT

Bd ofRegents

Chancellor

Faculty Gov

ITAC Cabinet

ITAC AdvisoryCouncil

Business/IndustryStandards— Best

Practices

Federal/StateLegislation

Deans, VP’s, Assoc VP’s/

Provosts SLR Advisory Council

EITS

Research

Administrative

Acad/Instruct

Outreach/Public Serv

Security

UgaNet

ITMF

ACIT

USGAuditor

UGAAuditor

State ofGeorgiaAuditor

Ms. Holley SchramskiUGA Assoc VP for Finance/Administration & Controller

ConsiderationsConsiderations re: re: ContextContext

What are the What are the consequencesconsequences of different ways of of different ways of dealing with the problem? dealing with the problem?

Which Which individuals and which groupsindividuals and which groups involved involved in the situation have rights that you must respect in the situation have rights that you must respect (e.g., people have the right to be told the truth)?(e.g., people have the right to be told the truth)?

What are the What are the messagesmessages you want to send about you want to send about the values of the organization, leadership, the values of the organization, leadership, players?players?

What is going to work?What is going to work? What is actually going What is actually going to make a difference in the way the organization to make a difference in the way the organization does business, implements processes, practices, does business, implements processes, practices, etc?etc?

33,960 students (2006)33,960 students (2006) 76% between ages of 18 and 24 (2004)76% between ages of 18 and 24 (2004) 70% freshman class applied via email with 99% providing 70% freshman class applied via email with 99% providing

email address (2004)email address (2004) 9,893 full-time faculty/other professional employees (2006)9,893 full-time faculty/other professional employees (2006) $1.4 billion total revenue (2006)$1.4 billion total revenue (2006) $222 million in sponsored research awards (2005)$222 million in sponsored research awards (2005) $159 million in sponsored research activity (2005)$159 million in sponsored research activity (2005) 84 Student housing buildings 84 Student housing buildings 372 Athens Campus buildings (excludes leased space)372 Athens Campus buildings (excludes leased space) 7,549 Athens Campus 7,549 Athens Campus basic roomsbasic rooms =classrooms, labs, offices =classrooms, labs, offices

(2005) (2005)

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        

cont. cont.

on average, 4.9 million email messages on average, 4.9 million email messages per dayper day processed through UGA domain with estimated 4.1 processed through UGA domain with estimated 4.1 unsolicited and/or SPAMunsolicited and/or SPAM

6.6 million 6.6 million transactionstransactions each montheach month on the IBM on the IBM mainframe mainframe not includingnot including drop/add; drop/add; during during drop/add, estimated 10 million transactions drop/add, estimated 10 million transactions

estimated 39,000 devices on the campus network estimated 39,000 devices on the campus network not countingnot counting wireless (e.g., computers, printers) wireless (e.g., computers, printers)

WebCT used to augment estimated 5,400 courses WebCT used to augment estimated 5,400 courses with 45,600 individual students enrolledwith 45,600 individual students enrolled

cont. cont.

approximately 500 wireless access points approximately 500 wireless access points available with 300 in PAWS network supporting available with 300 in PAWS network supporting estimated 3,000 wireless devicesestimated 3,000 wireless devices

800+ 800+ uga.eduuga.edu domain web sites; number of domain web sites; number of web pagesweb pages on UGA main web server estimated on UGA main web server estimated at 645,000at 645,000

Administrative computing/business processes Administrative computing/business processes running on legacy systems (Finance, HR, running on legacy systems (Finance, HR, Financial Aid, Student) in decentralized Financial Aid, Student) in decentralized environment supported by both core environment supported by both core administrative computing support and administrative computing support and functional user IT support functional user IT support

in 2006…in 2006…Gartner and others predict…Gartner and others predict…

IT professionals will be forced to develop new areas of IT professionals will be forced to develop new areas of expertise outside of ‘IT”. The IT workforce is changing expertise outside of ‘IT”. The IT workforce is changing rapidly with job the market for rapidly with job the market for purepure IT specialists IT specialists shrinking 40% by 2010. How organizations acquire shrinking 40% by 2010. How organizations acquire technologies, technologies, align technology and expertise with align technology and expertise with business processesbusiness processes, and how technology providers , and how technology providers license products will be radically modified by a shift license products will be radically modified by a shift toward toward multi-sourcingmulti-sourcing and and open source open source strategies.strategies.

Industry Industry Top Ten Top Ten Trends in Business Trends in Business IntelligenceIntelligence

Governance:Governance: Ensuring Effectiveness of Programs/Invest Ensuring Effectiveness of Programs/Invest Stepping BackStepping Back to Plan the Way Forwardto Plan the Way Forward C-Level Investment:C-Level Investment: Senior Executive Recognition of BI Senior Executive Recognition of BI Performance Management:Performance Management: Striving to be more Striving to be more

StrategicStrategic Service-Oriented Architecture:Service-Oriented Architecture: Managing Information Managing Information Master Data Mgt:Master Data Mgt: Moving from Hype to Reality Moving from Hype to Reality Global Delivery:Global Delivery: Handling Growth and Cost Handling Growth and Cost Influence of Influence of Large Vendor/MarketLarge Vendor/Market Consolidation Consolidation Data Visualization:Data Visualization: Next Wave of Innovation Next Wave of Innovation Challenge of Challenge of ‘Shadow BI’:‘Shadow BI’: Pervasive Use a Downside Pervasive Use a Downside

Leadership andStrategic ‘’Thinking’

Lessons Learned 101 Barbara A. White

circa 1950

Drivers (examples)Drivers (examples)

Desire by UGA to be in top 15 public Desire by UGA to be in top 15 public institutions by 2010institutions by 2010

SACS accreditationSACS accreditation Positioning of, support to, UGA research Positioning of, support to, UGA research

agenda and agenda and High Performance ComputingHigh Performance Computing (i.e.,(i.e.,

collaborations, shared resources, etc)collaborations, shared resources, etc) Data-driven Data-driven decision making decision making USG Chancellor expectations of a USG Chancellor expectations of a systemsystem Scope/breadth/positioning of CIO strategic Scope/breadth/positioning of CIO strategic

leadership, planning and management leadership, planning and management

Actions, Strategies, MethodologiesActions, Strategies, Methodologies(Gartner, Inc; SunGard Higher Educ(Gartner, Inc; SunGard Higher Educ Mgt Serv;Mgt Serv;

ECAR)ECAR)

Master PlanMaster Plan-Long term sustainable funding model-Long term sustainable funding model-Clearly identified -Clearly identified corecore functionality/level functionality/level

of of connectivityconnectivity

-Clearly articulated -Clearly articulated strategic planstrategic plan--Clearly articulated role/scope, Clearly articulated role/scope,

accountabilityaccountabilityStandards/policies/campus Standards/policies/campus common groundcommon groundAlignment Alignment

Lesson One: Talk to each other….remember it isn’t always about competition, but about cooperation and collegiality.

CIO/Associate Provost PrioritiesCIO/Associate Provost Priorities

Enable greater collaboration, cooperation, and Enable greater collaboration, cooperation, and communication through establishment of a communication through establishment of a shared shared responsibilityresponsibility model between/among internal and model between/among internal and external entities based on University standards, external entities based on University standards, policies, policies, institutional core applications; institutional core applications; and and best best practices.practices.

Development and implementation of an incremental Development and implementation of an incremental approach to a comprehensive, sustainable approach to a comprehensive, sustainable IT IT Business ModelBusiness Model for for corecore mission criticalmission critical physical, physical, infrastructure, and capital asset costs; life cycle infrastructure, and capital asset costs; life cycle replacement; and human resource staffing, replacement; and human resource staffing, compensation and classification requirements.compensation and classification requirements.

cont. Priorities

In concert with the OVPR through a Memo of Understanding, facilitate development of long term strategy supporting and positioning High Performance Computing and the UGA Research Computing Center (RCC) based on:

a) sound and sustainable business model; b) faculty-driven Advisory Committee;

c) research faculty-driven priorities, initiatives, and strategies; and d) engagement in an entrepreneurial spirit external entities

(e.g., Bd of Regents; SLR Advisory Bd; IBM, etc).

Organ. Structure

Governance

Financial/Business Model

Decision-Making Model

Research ExpendituresResearch Awards

Future as part ofENTERPRISE

Security

Grants/Contracts

Data Center

Standards

Policy

Storage/Archiving

Capacity Mgt/Connectivity

Staffing

Sustainable FundingModel

BusinessCase

State/NationalPartnerships

ConsortiaResource Sharing

Analysts/PhDsTech Support

Training

InstitutionalDrivers

Global/National‘Big Picture’

Internet 2SLR

Nat Lambda Rail

-Expectations-High Performance Computing/

Computational powerAccess/Virtual/Immersive

Download capabilityBig data Sharing

Strategic Priorities

Data Mgt

“…“…Leaders always have a Leaders always have a FORUMFORUM…to bring out the …to bring out the best thinking and results re: identifying priorities, best thinking and results re: identifying priorities, measuring performance, establishing process measuring performance, establishing process

management, and articulating value-added...”management, and articulating value-added...”

Participate in timely and relevant initiativesParticipate in timely and relevant initiativesNetwork with others to discuss issues Network with others to discuss issues Assist in creating intellectual capital and sharing of Assist in creating intellectual capital and sharing of valuable insightsvaluable insightsLeverage the Leverage the forumforum environment to validate and environment to validate and position strategic initiatives, actions and position strategic initiatives, actions and investmentsinvestments

CIO/Assoc Provost Expectations of Advisory CIO/Assoc Provost Expectations of Advisory StructureStructure

Commitment and advocacy to the organization as a whole, not Commitment and advocacy to the organization as a whole, not as an individual set of units;as an individual set of units;

Willingness to step outside current/existing divisional Willingness to step outside current/existing divisional operating structure, alignment, and functional responsibility in operating structure, alignment, and functional responsibility in support of a campus-wide efficient and effective set of support of a campus-wide efficient and effective set of core, core, mission-critical mission-critical infrastructure, architecture, applications, infrastructure, architecture, applications, standards, policies, and servicesstandards, policies, and services

Willingness to assess alignment opportunities to avoid Willingness to assess alignment opportunities to avoid duplication/redundancy within campus systems, services, duplication/redundancy within campus systems, services, staffing, and applications regardless of current ‘home’;staffing, and applications regardless of current ‘home’;

Willingness to consider Willingness to consider change management change management strategies in strategies in support of ‘next in line’ opportunities for staff and support of ‘next in line’ opportunities for staff and organization as a whole in addition to potential of ‘shared’ organization as a whole in addition to potential of ‘shared’ and/or ‘federated’ staffing model within institution; andand/or ‘federated’ staffing model within institution; and

Willingness to set aside ‘what is’ for ‘what can be’ and ‘will Willingness to set aside ‘what is’ for ‘what can be’ and ‘will be’.be’.

UGA-IT Advisory CouncilUGA-IT Advisory Council

EMT

CIO

UGA-IT Advisory CouncilResearch ComputingResearch Computing

Committee for Academic and Instructional

Technologies (CAIT)

Public Service/Outreach

Administrative Computing

UGANet ITMF

Security AdvisoryCouncil

ID ManagementTask Force

IT Audit Committees

University Cablevision

CIO and Associate Provost-- Affiliated MembershipsCIO and Associate Provost-- Affiliated Memberships

ITAC CabinetITAC CabinetChair, Research/HPC Com.Chair, Research/HPC Com. Ex Officio MembersEx Officio Members Chair, Administrative Comput Com.Chair, Administrative Comput Com. EITS Business/Financial Officer EITS Business/Financial OfficerChair, Instruction/Acad Com.Chair, Instruction/Acad Com. Assoc CIO/Instruction, Acad & Assoc CIO/Instruction, Acad &

Research Research Chair, Public Serv/Outreach Com. Assoc CIO/Admin Systems & Chair, Public Serv/Outreach Com. Assoc CIO/Admin Systems &

Planning Planning Chair, Security Committee (CISO) Chair, ITMF Chair, Security Committee (CISO) Chair, ITMF Vice Chancellor/OIIT or Rep Vice Chancellor/OIIT or Rep Chair, UgaNet Chair, UgaNetChair, ITACChair, ITACOffice of CIO Liaison to StudentsOffice of CIO Liaison to Students

EMT EMT Off CampusOff Campus Rep–-1 Rep–-1 (rotation: Griffin, Tifton, Gwinnett)(rotation: Griffin, Tifton, Gwinnett)

CIOCIO and Assoc Provostand Assoc Provost ITAC Council ITAC Council Sen VP for Acad/ProvostSen VP for Acad/Provost Chair, Research/HPC Com Chair, Research/HPC Com Chair, Administrative Comput Chair, Administrative Comput

Com.Com.Sen VP for Finance/AdminSen VP for Finance/Admin Chair, Instruction/Acad Com. Chair, Instruction/Acad Com. Chair, Pub Serv/Outreach Com. Chair, Pub Serv/Outreach Com.Sen VP for External AffairsSen VP for External Affairs UGA Auditor UGA Auditor Graduate Student Graduate StudentVPVP for Student Affairsfor Student Affairs Undergraduate Student Undergraduate Student Faculty (4) Faculty (4)VP for ResearchVP for Research Registrar Registrar Director, Institutional Research Director, Institutional ResearchVP for Pub Serv & Outreach VP for Pub Serv & Outreach Director, Libraries Director, Libraries Director, Assessment/Accreditation Director, Assessment/AccreditationVP for InstructionVP for Instruction Vice Chancellor/OIIT or Rep. Vice Chancellor/OIIT or Rep. Rep, CIO Exec Council/Atlanta Rep, CIO Exec Council/AtlantaVP for Public Relations/MktVP for Public Relations/Mkt ITIT Business/Industry-Athens Assoc VP Fin & Admin- Business/Industry-Athens Assoc VP Fin & Admin-

ControllerControllerChris Miller, Assoc ProvostChris Miller, Assoc Provost Dean (1) Dean (1) Georgia Center Georgia CenterRyan Nesbit, Sen Assoc VP for Ryan Nesbit, Sen Assoc VP for USG Research Institution CIO USG Research Institution CIO Chair, Security Committee Chair, Security Committee

Finance/AdminFinance/Admin Office of CIO Liaison to Students Office of CIO Liaison to Students Representative from Representative from FacilitiesFacilities

Off CampusOff Campus rep—1 (rotation: Griffin, Tifton, Gwinnett) rep—1 (rotation: Griffin, Tifton, Gwinnett)Ex OfficioEx OfficioAssoc CIO/Instruction, Acad & ResearchAssoc CIO/Instruction, Acad & Research Ex OfficioEx Officio: : Chair, ITMF Assoc CIO/Instruction, Acad & ResearchChair, ITMF Assoc CIO/Instruction, Acad & ResearchAssoc CIO/Admin Systems & Planning Assoc CIO/Admin Systems & Planning Chair, UgaNet Assoc CIO/Administrative Systems & PlanningChair, UgaNet Assoc CIO/Administrative Systems & PlanningEITS Business & Financial OfficerEITS Business & Financial Officer EITS Business & Financial OfficerEITS Business & Financial Officer

CIO and Assoc Provost

Re Alignment….

Align University IT-related entities, both internal and external, toward a common vision including, but not limited to, actionable initiatives, strategies, metrics, and building of human capital including an active, participatory, passionate campus advisory structure

ECAR, 2004ECAR, 2004 Study Study

76% identified 76% identified ITIT alignment alignment as a top reason to as a top reason to engage in strategic planning;engage in strategic planning;

74% indicated 74% indicated ITIT planning planning has considerable has considerable impact on the level of IT alignment achieved;impact on the level of IT alignment achieved;

56% agreed 56% agreed ITIT governance governance process is effective; process is effective; 45% indicated process well understood45% indicated process well understood

82% institutions that report 82% institutions that report effective effective ITIT governancegovernance are more likely to report effective are more likely to report effective IT IT strategic planningstrategic planning

Strategic Planning/Alignment

EITS EITS Core Core Services Services

Strategic Planning,Governance, and Advisement

Business Operations andAdministrative Functions

Essential Infrastructureand Related Support

Instructional Computing

Research Computing

Customer Support

Information Technology and Data Security

Outreach and Partnerships

Office of the CIO andAssociate Provost

Dr. Barbara A. White

Senior Assoc CIO

Assoc CIO Admin Systems & Planning(Administrative Computing)

Assoc CIOInstruction, Academics & Research

EITS Planning, Decision Support

& Project Mgt

Risk Mgt, Compliance, Regulatory Policy & Legislative Monitoring

EITS Student Liaison

EITS Budget Officer/Business Services

Contract & LicensingNegotiations

Next Steps..Alignment of current functions/ functional divisions and/or units in support of the 5-yr Plan, Compact Plan, mission-critical core, and UGA drivers based on goal of increased efficiency, leveraging of expertise and leadership, accountability and overall enterprise approach for UGA Information Technology.

Draft….8/14/06

Unit A Unit B

UGA Data IntegrationInitiative

Lesson Two: Don’t get lost in the detail….remember the ‘big picture’

… …in a worldin a world where no individual can where no individual can possibly have all the answers, it is the possibly have all the answers, it is the inclusiveinclusive organization that excels! organization that excels!

Frances Hesselbein, 1996Frances Hesselbein, 1996

President/CEO of the Drucker President/CEO of the Drucker FoundationFoundation

Chancellor observations:

“…If we are indeed a system --- why are some institutions performing at a higher level of quality? Why is there such unevenness in our system?...

…One answer may be that if there is a variance in our operations, then it suggests that we have not established a strong sense of common purpose or a mechanism that either encourages or rewards teamwork…..this suggests that we have a System in which the individual institutions focus on internal needs and institutional ambitions…”

QUESTIONS:QUESTIONS: What is the What is the impactimpact of Chancellor of Chancellor comments to the planning, decision-making, comments to the planning, decision-making, management, and implementation of UGA information management, and implementation of UGA information technology core,technology core, and/orand/or decentralized IT environment? decentralized IT environment? What must be clearly understood and articulated? On What must be clearly understood and articulated? On what are these actions based?what are these actions based?

RESPONSE:RESPONSE: Whom do you serve and what do they want to do? Whom do you serve and what do they want to do?

(customers/clients/organization…big picture)(customers/clients/organization…big picture) What are the core systems, services, and support What are the core systems, services, and support

provided?provided? (CORE systems, services, support)(CORE systems, services, support) What is the best way to provide the services What is the best way to provide the services

(processes)(processes) How do we know we are doing a good job? How do we know we are doing a good job? (metrics)(metrics) What is the best way to organize? What is the best way to organize? (alignment)(alignment)

Performance metricsPerformance metrics should provide: should provide: Customer satisfactionCustomer satisfaction Organizational performanceOrganizational performance Workforce excellence… Workforce excellence… with key elements addressing:with key elements addressing:

Alignment with organizational missionAlignment with organizational mission Quality of product Quality of product Timely deliveryTimely delivery Cost reduction and/or avoidanceCost reduction and/or avoidance Cycle time reductionCycle time reduction Customer satisfactionCustomer satisfaction Meeting organization requirements (e.g., fiscal reporting)Meeting organization requirements (e.g., fiscal reporting) Meeting commitmentsMeeting commitments

UGA Goals

Provost 5-yrProgramPlanning

Office of CIOCompact

Planning Process& 5-Yr Plan

Client Services

Network & Operations

Decision-Support and Planning

Research Computing

Information Tech.Security

Communications,PR and Marketing

Building theNew Learning’Environment

ResearchInvestment

Competing in aGlobal

Economy

Promote adminunits

Tied to budget process

Resource allocationOver longer period

5 yr

Performance measures,progress

Administrative Systems and

Planning

Strat. Plan, Governance

Bus Operations/Admin

Infrastruct/Support

Instructional Computing

Research Computing

Customer Support

Info Tech & Data Security

Outreach & Partnerships

Business Office

Licensing/Contracts

GOAL 1:GOAL 1: Recognizing that UGA does not have a Recognizing that UGA does not have a comprehensive security plan in place, the Chief Information comprehensive security plan in place, the Chief Information Security Officer, in concert with EITS leadership, will Security Officer, in concert with EITS leadership, will develop, implement and manage a comprehensive IT develop, implement and manage a comprehensive IT security planning process including the implementation of security planning process including the implementation of best practices based on industry standards.best practices based on industry standards.

GOAL 2:GOAL 2: Recognizing the need for enterprise-wide Recognizing the need for enterprise-wide integration of University administrative data management integration of University administrative data management systems, implement systematic and incremental systems, implement systematic and incremental assessment and planning processes to enable reliability, assessment and planning processes to enable reliability, stability, and timely access to organizational data and stability, and timely access to organizational data and information; facilitate ability to move to web-enabled information; facilitate ability to move to web-enabled business services.business services.

GOAL 3:GOAL 3: Develop the UGA Next Generation Network Develop the UGA Next Generation Network design and action plan recognizing the campus network, design and action plan recognizing the campus network, systems and services have become the core infrastructure systems and services have become the core infrastructure for teaching, learning, research and outreach efforts of the for teaching, learning, research and outreach efforts of the University.University.

UGA Information Technology GoalsUGA Information Technology Goals

GOAL 4:GOAL 4: Facilitating Connectivity and Functionality in Facilitating Connectivity and Functionality in support of Research Computing and High Performance support of Research Computing and High Performance Computing (HCP)Computing (HCP)

GOAL 5:GOAL 5: Increase customer service options and support Increase customer service options and support (e.g., messaging and information delivery systems; (e.g., messaging and information delivery systems; technology-based instructional delivery systems; file and technology-based instructional delivery systems; file and print services; tiered customer support options) print services; tiered customer support options) recognizing user requirements by competitive 21st century recognizing user requirements by competitive 21st century higher education students, faculty and research community.higher education students, faculty and research community.

GOAL 6:GOAL 6: Establish university-wide leadership for UGA Establish university-wide leadership for UGA Information Technology by positioning role of Chief Information Technology by positioning role of Chief Information Officer as leader for University information Information Officer as leader for University information technology enterprise planning in support of the teaching, technology enterprise planning in support of the teaching, research, and outreach mission of the institution. research, and outreach mission of the institution.

Cont. Cont. GoalsGoals

Strategic Planning,Governance, and Advisement

• Information Technology Compact Planning

negotiated, bilateral written agreement focused on long-negotiated, bilateral written agreement focused on long-term planning;term planning; venue for establishing initiative-based priorities;venue for establishing initiative-based priorities; process that creates an process that creates an alignmentalignment of unit and of unit and organizational goals and strategies;organizational goals and strategies; process that provides for accountability through specific process that provides for accountability through specific performance and outcome measures tied to initiatives; performance and outcome measures tied to initiatives;

Types of Initiatives…Types of Initiatives…

contributing to achievement of contributing to achievement of university goalsuniversity goals (e.g., diversity, partnerships, global economy)(e.g., diversity, partnerships, global economy)

contributing to ‘student learning in a contributing to ‘student learning in a technology-rich environment’ (e.g., course technology-rich environment’ (e.g., course management)management)

contributing to achievement of contributing to achievement of unit-specificunit-specific goalsgoals

improving the unit’s performance improving the unit’s performance supporting established targets for growth, supporting established targets for growth,

recruitment, retention, increased research recruitment, retention, increased research funding,funding, etc etc

Dr. Robert BoehmerUGA Vice Provost for Institutional Effectiveness

And…Lesson Three: It’s OK that not everyone cares about the same thing, but one needs some level of organization and focus

Premise…..Premise…..”Good to Great”!”Good to Great”!

……the book the book Good to GreatGood to Great by Jim Collins focuses by Jim Collins focuses on the factors critical in such a transition on the factors critical in such a transition beginning with leadership, followed by the beginning with leadership, followed by the strategies necessary in leadership to move the strategies necessary in leadership to move the organization forward. Included, but not limited to organization forward. Included, but not limited to these strategies are:these strategies are:

Understanding the institution’s potential; Understanding the institution’s potential; Decision-making; Decision-making; Development and growth potential; Development and growth potential; Entrepreneurship in a culture of discipline; and Entrepreneurship in a culture of discipline; and Use of technology as an Use of technology as an ‘accelerator’‘accelerator’ of momentum of momentumAlignment of the partsAlignment of the parts

Begin with the Begin with the ‘ never ending’ end‘ never ending’ end in mind including in mind including identification of the corporate goalidentification of the corporate goal (i (i.e.,.e., the integration of the integration of company -wide information), …and the critical building blocks..company -wide information), …and the critical building blocks..

Drivers of Change Strategic Planning

Knowledge - Centric

Reframing Leadership

Enterprise

21st Century Organizational Strategic Readiness

Reframing LeadershipReframing Leadership

…”…”authority is not a thing; it is a search for solidity and security in authority is not a thing; it is a search for solidity and security in the strength of others which will seem to be like a thing”…the strength of others which will seem to be like a thing”…

Sennett, 1980Sennett, 1980

““The same is true of leadership. It is not a tangible thing. It exists The same is true of leadership. It is not a tangible thing. It exists only in only in relationshipsrelationships and in the and in the imagination and perceptionimagination and perception of of engaged parties.”engaged parties.”

BBoleman & Deal, 1997oleman & Deal, 1997

Reframing LeadershipReframing Leadership

Structural FrameStructural Frame

Exist to achieve established goals/objectiveExist to achieve established goals/objective Designed to fit an organization’s circumstancesDesigned to fit an organization’s circumstances (i.e., goals, technology, environment)(i.e., goals, technology, environment) Specialization and division of laborSpecialization and division of labor Coordination and control are essential for Coordination and control are essential for

workforceworkforce Vertical Coordination = authority, rules/policiesVertical Coordination = authority, rules/policies Lateral Coordination = meetings, task forces,Lateral Coordination = meetings, task forces, coordinating roles, networkscoordinating roles, networks

Human Resource FrameHuman Resource Frame

Human needs, i.e., physiological, safety, Human needs, i.e., physiological, safety, belonging, esteembelonging, esteem

Personality and organizationPersonality and organization Human capacity and changing employmentHuman capacity and changing employment Lean and mean: Lean and mean: Benefit over cost Benefit over cost Investment in peopleInvestment in people Organizations exist to serve Organizations exist to serve humanhuman needs needs People and organizations need each otherPeople and organizations need each other When the When the fitfit between the individual and between the individual and

system is poor, one or both suffer system is poor, one or both suffer

Philosophy:Philosophy:

Hiring right and rewarding wellHiring right and rewarding well Providing securityProviding security Promoting from Promoting from withinwithin Training and educationTraining and education Teaming Teaming SharingSharing the wealth the wealth

Political FramePolitical Frame Organizations are Organizations are coalitions coalitions of various of various

individuals and interest groupsindividuals and interest groups There are There are enduring differencesenduring differences among among

coalition members in values, beliefs, coalition members in values, beliefs, information, etc…information, etc…

Decisions involve the allocation of Decisions involve the allocation of scarce scarce resourcesresources

Scarce resourcesScarce resources and and enduring differences enduring differences give conflict a central role and make power give conflict a central role and make power the most importantthe most important

Goals and decision emerge from Goals and decision emerge from bargaining, bargaining, negotiation, and jockeying or positionnegotiation, and jockeying or position

Symbolic FrameSymbolic Frame

What is most important about any event is not What is most important about any event is not what happened but what it means;what happened but what it means;

Activity and meaning are loosely coupled; events Activity and meaning are loosely coupled; events have multiple meanings because people interpret have multiple meanings because people interpret experience differently;experience differently;

Most of life is ambiguous or uncertain—what Most of life is ambiguous or uncertain—what happened, why it happened, or what will happen happened, why it happened, or what will happen next are al puzzles;next are al puzzles;

High levels of ambiguity and uncertainty undercut High levels of ambiguity and uncertainty undercut rational analysis, problem solving, and decision-rational analysis, problem solving, and decision-making; andmaking; and

In the face of uncertainty and ambiguity, people In the face of uncertainty and ambiguity, people create symbols to resolve confusion, increase create symbols to resolve confusion, increase predictability, provide direction , and anchor hope predictability, provide direction , and anchor hope and faith.and faith.

contcont……Symbols….Symbols….

MythsMyths StoriesStories Ritual/CeremonyRitual/Ceremony Metaphor, Humor, and PlayMetaphor, Humor, and Play MeetingsMeetings Planning, Evaluation (e.g., Six Sigma; Portfolio Planning, Evaluation (e.g., Six Sigma; Portfolio

Mgt)Mgt) Collective BargainingCollective Bargaining PowerPower

… …in a worldin a world where no individual can where no individual can possibly have all the answers, it is the possibly have all the answers, it is the inclusiveinclusive organization that excels! organization that excels!

Frances Hesselbein, 1996Frances Hesselbein, 1996

President/CEO of the Drucker President/CEO of the Drucker FoundationFoundation