Shared Leadership: From IT Silos to IT Alliance IT units tend to be silos in higher education. To address this, University of Minnesota IT leaders across campuses and units have undergone leadership training in eight-month cohorts, sustained by a shared leadership structure. We will show how our resulting relationships improved cooperation through trust, shared language, and process. Peter Angelos | Brad Cohen | Jason Davis | Brittany Lloyd Brittany Lloyd – Associate CIO with a background in App. Development Jason Davis – IT Manager responsible for Learning Technology Brad Cohen – Associate CIO, with a background in Academic Technology 8:00 – 8:50 AM Thursday Nov. 8th, 2012

Presentation Overview Context and Foundations Developing the IT Community Next Steps for UMN Key Takeaways Q & A Alignment Alignment – Show of Hands How many of you have pursued institutional alignment, how many have achieved it?

Importance of Alignment What is alignment? What is a concrete example of it? Why is IT Alignment so important?

Context: Geographically Dispersed

Context: Scale and Complexity

Context - Highly Distributed IT

Foundations: "Common Good" Budget Model

Foundations: CITP Program CITP > ITLA > ITLCoP

Foundations: Informal Communities of Practice

Foundations: Responsive Leadership

Foundations: Evolving Governance Process General User Community Student Groups Surveys Technology Trends Etc. Chancellors, Deans, VPs President ACIOs Synthesize Demand IT Exec Oversight IT Buyers Committee Technical Community AITC Net-People Code-People Etc. Chancellors, Deans, VPs The Budget 5 Vice President Information Tech. Associate CIO OIT-Charged Technical Groups ATAC EPG Formal CoPs Local IT Directors IT Service Owners IT Leadership Community (ITLCoP) Other Formal Communities of Practice University Governance Deans Council SCIT FCC Etc. IT Executive Oversight Other Formal Communities of Practice . . . Other Informal Communities of Practice Service Portfolio Project A Project B Project C Etc. Service Portfolio Project A Project B Project C Etc. Service Portfolio Project A Project B Project C Etc. Input Decision Process Funding Execution/Implementation

Foundations: Investment in Shared Experience

Training Facilitator Active learning Cohort Over time Real Projects Relationships!

First Impression VS Building a foundation of trust Alignment requires buy in and collaboration and professionalism Cohort 2 was more mid-level leaders – potential succession plans for the current leaders

Relationships The Four Is Initiate Inquire Invest Influence

Personal Networks

Multiple Perspectives

Feedback is a gift!

Coaching - REAL coaching

Leadership and you Understand where you have been Understand how you spend your time Realize you are always on the stage Get out on the balcony

Program left us understanding.... Technology Process Strategy Priorities Communication Trust Relationships Start from the bottom of the stack and work up for success!

Alignment Opportunities Service inventory Server virtualization Helpdesk Consolidation Google Apps

Next Steps President's Memo Communities of Practice

President Kaler’s charge distilled: President Kaler’s strategy to function as a single enterprise: Align Standardize Professionalize  His observed challenges: Too decentralized Too much variation Duplication of effort His objectives to re-envision how we structure our administrative support: Role clarity - define roles, responsibilities and accountabilities, and decision- making Develop service-level agreements Create a dotted-line Standardize work processes and adopt best practices Reduce costs Strategy and implementation plan needed by 12/1/2012

Dotted Lines President (System) EVCAA (Campus) VP / CIO (System) Dean (College) IT Director (Campus) IT Director (College)

VPCIO goals for us... Inclusiveness Sunlight / Openness Frankness Optional participation Frequent collaboration Customer driven governance Define Customer: as someone paying for the service. Differentiate from the enduser/consumer of service.

Communities of Practice as an Alignment Strategy General User Community Student Groups Surveys Technology Trends Etc. Chancellors, Deans, VPs President ACIOs Synthesize Demand IT Exec Oversight IT Buyers Committee Technical Community AITC Net-People Code-People Etc. Chancellors, Deans, VPs The Budget 5 Vice President Information Tech. Associate CIO OIT-Charged Technical Groups ATAC EPG Formal CoPs Local IT Directors IT Service Owners IT Leadership Community (ITLCoP) Other Formal Communities of Practice University Governance Deans Council SCIT FCC Etc. IT Executive Oversight Other Formal Communities of Practice . . . Other Informal Communities of Practice Service Portfolio Project A Project B Project C Etc. Service Portfolio Project A Project B Project C Etc. Service Portfolio Project A Project B Project C Etc. Input Decision Process Funding Execution/Implementation

What is our CoP concept? Development Collegiality Alignment Inclusiveness Execution

Charges from the Administration

CoP Charter

Session Takeaways Foundations Invest in common experience and cultivate institutional perspective Leadership at all levels Shared commitment, wearing "institutional hat” Alignment as multi-year commitment Shared strategic goal throughout IT organization Common Good budget model | Governance Evolution | CoPs | Responsive Leadership | Investment in Shared Experience (time, $, executive participation)

Establishing Foundations Think about how this would look like in your organization to foster alignment? "Common Good" budget Professional Development Informal Communities of Practice Responsive Leadership Evolving Governance

Invest in Common Experience First Impression Personal Network + Three Lenses Relationship Network Alignment Exercise

Relationship Network Alignment

Questions / Answers Discussion Thank You