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Appreciation for the ITMC Executive Committee Ice Breaker

This is a presentation about the largest recorded temperature swing in a 24-hour period, featuring a photo taken in Loma, Montana. It also discusses the importance of mindsets, the broader context of higher education and IT M&A activity, and the evolving role of IT in the industry.

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Appreciation for the ITMC Executive Committee Ice Breaker

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  1. ITMC April 2019

  2. Appreciation for the ITMC Executive Committee

  3. Ice Breaker What is the largest recorded temperature swing in a 24 hour period? This Photo by Unknown Author is licensed under CC BY-NC-ND

  4. Answer Loma, Montana ---- 103°F -54°F at 9 am on January 14, 1972, to 49°F by 8 am on January 15th This Photo by Unknown Author is licensed under CC BY-NC

  5. Agenda

  6. My Journey

  7. 2. Economies of scale are essential for efficiency There is inherent value in being part of a system … and it is up to all of us to find it.

  8. Importance of Mindsets A mindset is a set of assumptions, methods, or notations held by one or more people or groups of people The way you look at the world affects your experience and your outcomes

  9. A growth mindset will maximize your potential

  10. A collaboration mindset will maximize your outcomes Those who cooperate can always outcompete those who don’t

  11. An interconnected mindset will help you embrace complexity The way you “show up” influences everyone around you Own your role in everything that happens

  12. A change mindset will brighten your future Impermanence is reality, fighting it will only bring you frustration We are result of our past actions, but what we become is entirely dependent on what we do today

  13. A control mindset is an illusion The only thing we can control is how we react Playing the victim never improves your situation

  14. Find the entertainment value in every situation Life can drive you crazy, but only if you allow it

  15. How long is the coastline of Wisconsin?

  16. Answer 820 miles Ranks 19th among US States

  17. Broader Context of Higher Education and IT

  18. M&A Activity Is a Sign of Business Model Pressure

  19. Not Just a U.S. Trend EUA University Merger Tool Source: European University Association, September 2017

  20. Shadow Education Sector Is Growing Public Good Traditional Tertiary Education The model in most countries today Competition High Low Shadow EducationSector Knowledge The direction we are heading Private Good

  21. Growth in Nonaccredited Space Steady state in mature markets Growth in emerging markets Accredited Publics Elite SmallPrivates Some consolidation here Numbers will shrink Exclusive Inclusive MOOCs ShadowEducationSector Employer-BasedEducation Coding BootCamps Growth likely here Transformation here Nonaccredited

  22. Growth in Microcredentials and Work-Focused Education Publics Degrees Professional Schools Consolidation and shrinkage Elite Privates SmallPrivates A mixture of moderate growth and some shrinkage Employer- BasedEducation Specialized and Niche General MOOCs Vocational/Tech Coding Bootcamps Shadow EducationSector Transformation here Significant growth here Certificate and Microcredentials

  23. Long and Short of It … There Are Three Clear Trends Growth in shadow education sector and employer-provided education Marked increase in institutions and programs conferring smaller stackable credentials to an older population of serial learners Shrinking number of institutions leading to a strengthening of those that remain

  24. Three Key Strategies for Competitive Advantage Cost Leadership Differentiation Focus Understand and serve your target market better than anyone else Usually achieved through a combination of cost leadership and differentiation that leads to superior customer service and a more personal experience Deliver better benefits than your competition Achieved by innovation, quality, or improved customer service Provide reasonable value at a lower price. Achieved by improving operational efficiency • Where is your institution today? • Can you clearly define your benefits, target market and competition? Industrywide

  25. Evolving Role of IT Trending Service Broker Service Provider Mode Talent System Administrators Database Administrators Developers Information Security Specialists User Support Specialists Project/Portfolio Managers Business Analysts Architects Integration Engineers Data Scientists Vendor Managers Relationship Managers Need in both modes, albeit slightly differently Good news, these jobs are in higher demand and pay better

  26. UW SystemDigital Strategy

  27. Enterprise Thinking What is an enterprise approach? How do we decide what is part of the systemwide enterprise and what local to the institution? • We must balance: • Institution needs vs. System needs • Agility vs. deliberation • Differences related to campus size and mission • We must ensure enterprise approaches: • Add value to institutions • Are efficient, effective and have positive ROI • Are perceived as legitimate UWSA UW Institutions NOTE: An enterprise approach does not necessarily mean a centralized system!

  28. The Digital Strategy Adopt an Enterprise Decision-making Process Embrace the Digital Culture 3 1 2 Adopt a Digital InvestmentFramework Understand how technology and culture are interconnected Promote capabilities and adoption instead of technology Create a transparent, agile mechanism to repeatedly make enterprise decisions. Increase confidence in enterprise decisions Establish principles, guidance, and goals for digital investment Provide direction but maintains agility and creativity

  29. Embrace the Digital Culture • Move the UW System beyond the “tools” and into the culture required to properly adopt the tools • Digital describes how these components interconnect to influence and enhance: • Teaching • Learning • Research • Business model Content Technology Communication Digital Data and Information Process

  30. Enterprise Decision-making Process(RIDE) Execute Implement the plan and track progress Recommend Convert the best ideas into concrete recommendations Input Broaden perspective and get feedback Decide Evaluate options, impacts, and make decisions Enterprise Evaluations Team (Institution and System membership) Strategic Advisors (Cross-functional with Inst. and System membership) Enterprise Directions Council (with final Presidential approval) Enterprise Portfolio Management Office

  31. Digital Investment Framework Examples • Design Thinking / Customer Experience • Technology Innovation (adaptive learning, AI, etc) • Talent Pipeline • Upskilling and Reskilling • Change Management Continuous Thinking Informs Ensure stakeholders maintain competitiveness and awareness of new opportunities Informs Ensure stakeholders have access to the information they need to improve outcomes. Informed Thinking Enterprise Thinking Ensure stakeholders have access to the best capabilities and approaches at the most efficient and effective scale with proper security and resiliency. Examples • Data-informed Culture • Data Governance • Data Infrastructure • Data Science / Big Data • Augmented Intelligence Examples • Teaching & Learning Environments • Business Enablement (ERP, CRM, Cloud, etc) • Academic Lifecycle • Identity and Access Management • Integration & Interoperability 33 Informs

  32. Digital Strategy – Next Steps

  33. Oracle ExaData ConsolidationHypothesis By leveraging the Oracle ExaData Cloud at Customer shared hosting environment and consolidating Oracle databases (and potentially application servers) on this common infrastructure, the UW Institutions and the UW System could benefit in the following ways: Higher quality of service with increased resiliency and security Cost savings for individual campuses and the system as a whole Free-up campus resources to focus on mission/campus-oriented priorities Provide a clear path for campuses wanting to explore private cloud infrastructure for other future applications

  34. Major Systemwide IT Projects - Current

  35. New Major Project:Cloud ERP

  36. Motivation

  37. Status • Early stages … so not a lot of details to share • Replace SFS and HRS with Cloud-native application • UW-Madison and UWSA “first” • Followed by UW-Milwaukee and UW Comprehensives • SIS NOT in scope • Gartner hired to write RFPs • Product selection • System integrator selection • Executive Committee established and working through things like vision, principles, project structure, etc. • Plan to focus heavily on change management and adoption activities

  38. Impact

  39. 2. Economies of scale are essential for efficiency There is inherent value in being part of a system … and it is up to all of us to find it.

  40. Contact Information Feel free to always reach out if you have questions, concerns, or suggestions Steven Hopper hoppers@uwsa.edu 608-265-4622

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