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

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

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

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

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

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

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

itservices.msu.edu Cooperation? Competition?

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