1. EDUCAUSE 2007; Seattle, WA Pre-conference Seminar 01A October 23, 2007 Aligning IT Leadership with Institutional Missions: The Reality of Being a CIO John Bucher - Chief Technology Officer and Director of the CIT, Oberlin College Tom Moberg - Retired CIO; Consultant Robert Paterson - Chief Information Officer, Salem State College David Todd - Associate Vice President/CIO, University of Vermont Copyright John Bucher, Tom Moberg, Robert Paterson, David Todd 2007. This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.

2. About the Seminar Background Purpose: Explore strategies IT leaders can use to align their organizations and themselves with institutional missions Intended audience: Experienced, new, or aspiring IT leaders in higher education who want to reflect upon their leadership roles and changing expectations of IT leaders

3. Agenda for the Seminar 8:30 – 8:45About the Seminar 8:45 – 9:25CIO Realities 101: –Aligning With the President and Senior Staff (Moberg) –Aligning IT Committees (Paterson) –Aligning Customer Service (Bucher) –Aligning Organizational Structure (Todd) 9:25 – 10:05Questions and Discussion 10:05 – 10:25Break 10:25 – 11:05CIO Realities 102: –Aligning Relationships With Faculty and Staff (Paterson) –Aligning With Reality: Dealing With Difficult Problems (Bucher) –Aligning With Institutional Change (Todd) –Aligning Ourselves: Career issues for CIO’s (Moberg) 11:05 – 11:50Questions and Discussion 11:50 – 12:00Wrap-up

4. Aligning With the President and Senior Staff Tom Moberg

5. Aligning With the President and Senior Staff Presidential and Senior Staff interests in IT range widely  Wants Needs  Miracles Invisibility  Strategic yearnings Odious micromanagement CIO ’ s must have realistic aspirations  Communication opportunities may be very limited  Pay careful attention to the President ’ s goals Without Presidential and Senior Staff trust, a CIO ’ s effectiveness is very limited

6. Aligning IT Committees Rob Paterson

7. Aligning IT Committees Develop IT governance to be institutionally inclusive Use the committees to build priority consensus Empower committees to make decisions (or at least recommendations) Train committees to focus on issues, not technologies DUET

8. Aligning Customer Service John Bucher

9. Aligning Customer Service Bottom line: Customer Service is King! Know your customers: faculty, staff, students, administrators, parents, etc. Managing expectations and perceptions The not-so-obvious things that customers want

10. Aligning Organizational Structure David Todd

11. Aligning Organizational Structure Organizations shape around staff personalities, technologies As staff come and go (including you as new CIO!), structure should reshape Realign to leverage staff, serve clients, support new technologies Consider alternatives: dynamic teams or matrix structures vs. hierarchy

12. Questions? Comments?

13. Break

14. Aligning Relationships With Faculty and Staff Rob Paterson

15. Aligning Relationships With Faculty and Staff Listen, Listen, Listen –Communication drives relationships Involve IT directors/managers in institutional committee decision making roles –Must establish credibility for IT staff Have faculty/staff help make decisions –Consensus with colleagues helps insure success Carry through and deliver on time

16. Aligning With Reality: Dealing With Difficult Problems John Bucher

17. Aligning With Reality: Dealing With Difficult Problems Finding out about the job: Where are the land mines? What can go wrong? Use different approaches and skills for different kinds of problems Understand the problem; treat it as an opportunity Maintain a professional approach

18. Aligning With Institutional Change David Todd

19. Aligning With Institutional Change “Unless you’re the lead dog, the scenery never changes” IT’s business is facilitating change As an IT leader, you are expected to support and promote change (not change for change’s sake - for effectiveness, efficiency, business) Being a change agent has risks and liabilities -- and rewards!

20. Aligning Ourselves: Career Issues for CIO ’ s Tom Moberg

21. Aligning Ourselves: Career Issues for CIO’s Understand how organizations work Think of your career strategically Enhance and protect your career by your:  perspective and expectations  performance and behavior  professional development  professional network

22. Questions? Comments?

23. Thanks for your participation. Have a great conference! John BucherJohn.Bucher@oberlin.edu Tom MobergTom.Moberg@ndsu.edu Robert Paterson Robert.Paterson@salemstate.edu David ToddDavid.Todd@UVM.edu

24. References Childhood ’ s End; Richard N. Katz, EDUCAUSE Review, March/April, 2003 Good to Great; Jim Collins How to be a Star at Work; Robert E. Kelley Improving Learning and Reducing Costs: New Models for Online Learning; Carol A. Twigg, EDUCAUSE Review, September/October, 2003 Intentional Design and The Process of Change – Strategies of Successful Change; Patrick Sanaghan and Ron Napier The First 100 Days; Joan Indiana Rigdon, CIO Decisions Vol. 3, No 3, 28-33

25. References (continued) Organizing and Managing Information Resources on Your Campus; Polly Ann McClure, Editor Primal Leadership; Goleman, et al. Slow Change in a Fast Culture ” ; Morris W. Beverage, Jr., EDUCAUSE Review, September/October, 2003 The Executives Guide to Information Technology; John Baschab and Jon Poit The Toughest IT Challenge; Annie Stunden, http://www.educause.edu/ir/library/pdf/ERM0631.pdf http://www.educause.edu/ir/library/pdf/ERM0631.pdf

26. References (continued) Presidential leadership for information technology; David Ward & Brian Hawkins, The Presidency; Spring 2003, special supplement, 1- 11 Leading Geeks - How to manage and Lead people who deliver technology; Paul Glen, 2003, Jossey-Bass, San Francisco, 253 pp. Closing the Geek Gap – How to keep tech workers motivated; Minda Zetlin, Profit, The business of technology, Nov 2006, http://www.oracle.com/oramag/profit/06-nov/p46tech.html http://www.oracle.com/oramag/profit/06-nov/p46tech.html The Ten Habits of a caring Organization: Principles-Based Leadership; Stephen L Reel, ECAR Research Bulletin, Apr 2006, Vol. 2006, Issue 8