1. 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

2. 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?

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

4. Context: Geographically Dispersed

5. Context: Scale and Complexity

6. Context - Highly Distributed IT

7. Foundations: "Common Good" Budget Model

8. Foundations: CITP Program
CITP > ITLA > ITLCoP

9. Foundations: Informal Communities of Practice

10. Foundations: Responsive Leadership

11. 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

12. Foundations:
Investment in Shared Experience

13. Training Facilitator Active learning Cohort Over time Real Projects
Relationships!

14. 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

15. Relationships
The Four Is
Initiate
Inquire
Invest
Influence

16. Personal Networks

17. Multiple Perspectives

18. Feedback is a gift!

19. Coaching - REAL coaching

20. 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

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

22. Alignment Opportunities
Service inventory
Server virtualization
Helpdesk Consolidation
Google Apps

23. Next Steps
President's Memo
Communities of Practice

24. 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

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

26. 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.

27. 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

28. What is our CoP concept? Development Collegiality Alignment
Inclusiveness
Execution

29. Charges from the Administration

30. CoP Charter

31. 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)

32. 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

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

34. Relationship Network Alignment

35. Questions / Answers
Discussion
Thank You