2. Quarterly Review Meeting #4 30 June 2008 Welcome!

3. MORNING  Goals  Situation Report  Moving Forward  Technology Trends  X-Sourcing AFTERNOON  Cellular Strategy  Storage Futures  OIM Update  Catalyst Update  The Agile Org  Wrap-Up

4. Meeting Goals Understand Assess Frame Choices Debate...Our future directions

5. Ron's Goals Build a leaderful & agile organization & community Figure out what to do Figure out how to do it

6. Technology Goals Lower institutional costs  By reducing inefficiency  By leveraging tech gains Increase knowledge- worker effectiveness  Any time/place/device access to everything*  Accelerate innovation by reducing collab. latency * For everyone, subject to access policies

7. I. Situation Report “What's Happening Here?” Quarterly Review Meeting 30 Jun 2008 teg

8. Triple Whammy Budget Earthquake Culture Shifts Technology Shifts

9. 1. The Budget Earthquake UW's Technology Funding Structure

10. 2. Culture Shifts 1980s Decentralized Chaos 1990s Central Control 2000s Loosely-controlled Community Chaos Example:

11. Culture Shifts Governance: Central → Community Resources: Central → Departmental Priesthood → DIY, disintermediation, social net. Engineering driven → Customer/market driven Technical excellence →Technical adequacy Build software → Buy/rent, borrow/customize Create solutions → Consult, broker, Integrate Core standards → Proprietary application silos Prescriptive requirements → Performance codes Internet wild-west → More regulation

12. 3. Technology Shifts especially cloud computing An instrument of “creative destruction” Schumpeter: Capitalism, Socialism and Democracy -1942

13. Technology Shifts Smaller/bigger, faster, cheaper, greener (e.g. storage, network, cpu)‏ Enterprise driven → Consumer/commodity driven (e.g. laptops for the 2nd billion Internet users)‏ Thick clients, local hosting → SaaS, Cloudframes Desk-centric computing → Mobility Standards driven → Proprietary silos

14. Result: Shock and Uncertainty

15. The Elephant in the Room

16. What is the future of Central IT? Seattle Times April 1971 Hwy 99

17. We're Not Dead Yet! “The IT department is far from dead yet - and will play the central role in managing the shift to the utility model and the coordination between Web-based services and those supplied locally.” -Nick Carr

18. Which is good news!

19. Flashback to October 2007 Remaining Relevant in Changing Times Our commitment: It's all about discovery... and community! Our passion: Help colleagues fully leverage the power of technology. Our approach: "Progress through partnership" Survival via Service & Collaboration

20. II. Moving Forward “Now What?” Quarterly Review Meeting 30 Jun 2008 teg

21. Which Way?

22. Two things we know...

23. A Cure for the Triple Whammy? 1. Moving forward emotionally 2. Moving forward organizationally 3. Recognizing new opportunities

24. 1. Moving forward emotionally Attitude Control ! NASA knows how to do it!

25. Attitude Control for People... Is a bit more problematic!

27. Fortunately we're not alone... Community and Partnership works in both directions CHALLENGE: Support each other!

28. 2. Moving forward organizationally Leadership for the New World Order

29. Does community leadership mean we are no longer leaders? Follow Lead Where should we be? Engineering Driven Market Driven Talk Listen

30. Balancing Different Roles Community leadership → shared responsibility

31. We're all leaders now...

32. Which begs the question...

33. We're all partners now...

34. and... We're all Darwinians now “It is not the strongest of the species that survived, nor the most intelligent, but the one more responsive to change.” --Charles Darwin

35. Two Key Strategies 1. Question Assumptions 2. Prioritize

36. Peter Drucker “Management is doing things right; leadership is doing the right things.” “There is nothing so useless as doing efficiently that which should not be done at all.”

37. "If we were not in this already, would we now go into it?" And if the answer is "no," the next question should be: "How do we get out and how fast?" -Peter Drucker, 1964 Managerial Courage Relentless review of products/services

38. Management Truths (Stephen Robbins)‏ When leadership doesn't matter (context does)‏ Conflict – Some of it is good – Biggest source of negative conflict? Happiness – Environment or heredity? – Correlation between happiness & productivity? Team composition – Not all are team-compatible or want a challenge – Hire smarts, dedication; match your culture

39. Team Composition: Map yourself, Hire your complement! Communication Control Low High LowHigh Also: strategic vs. tactical, ideal vs. pragmatic, etc

40. 3. Recognizing New Opportunities (What comes after the creative destruction?)‏ A) Listen to partners B) Focus on institutional efficiency & individual effectiveness C) Tear down walls D) Accelerate innovation (discuss in next section)‏

41. Tear down the walls... between people & resources Times Places Devices Applications Technologies Organizations Communities

42. Top Takeaways Triple Whammy Support each other!! We're all leaders now Surprising mgt truths Creative destruction brings new opportunities