1. 1 Thriving in the Era of Collaboration Brad Wheeler Indiana University © Brad Wheeler, Creative Commons Attribution 3.0 Beyond 2010…

2. 2 Common Special Today Tomorrow IT Services

3. 3 Common Special Today Tomorrow IT Services Fast Digital Networks

4. 4

5. 5 Zayo Bandwidth Inc. and I-Light awarded $25M Broadband Stimulus Grant 18-Feb-2010 Connect 21 Ivy Tech Campuses to I-Light

6. 6 Networks Enable Collaboration

7. 7 What is your campus strategy in this age of networks?

8. 8 “…to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing different activities from rivals, or performing similar activities in different ways.” Porter, 1996

9. 9 But….

10. 10 Sustainable Competitive Advantage? …Higher Ed?

11. 11 Education and Research Our industry is different… but is our behavior?

12. 12 The essence of collaboration as strategy is choosing to perform activities similarly to partners …and driving down costs via leverage. Competitive Strategy: “The essence of strategy is choosing to perform activities differently than rivals do.”

13. 13 What is Collaboration?

14. 14 EDUCAUSE members are prolific writers regarding collaboration

15. 15 An Unnatural Act

16. 16 “Collaboration is not he same as cooperation. Collaboration requires alignment around a common goal. Collaboration is about doing something together. Collaboration only lasts as long as the alignment around common purpose lasts.” James Hilton, U. of Virginia

17. 17 To “co – labor”

18. 18 Domains for Collaboration Individuals Departments Schools Campuses Institutions Challenge Value $$ Slope of Retreat

19. 19 Experience Yields Improvement Individuals Departments Schools Campuses Institutions Challenge Value $$

20. 20 Why Collaborate?

21. 21 “Our academic leadership is increasingly embracing the notion of coordinating business objectives and leveraging resources with other institutions and within our own university. The maturity of community source governance, the stream of Kuali deliverables, and the stature of the community members all contribute to this. It really does represent a breakthrough, not just for Kuali, but as a way of thinking…” Ted Dodds, University of British Columbia

22. 22 “In the process of [HathiTrust] collaboration, participants are forced to solidify their own institutional goals… Bringing UC point of view to the table has involved examining our own goals.” Heather Christenson, U. of California

23. 23 The New Normal

24. 24 Essential Tool for the New Normal Achieve more… Serve our mission… Favorable economics (over time)… Align institution to external environment…

25. 25 Leverage $ $ $ $

26. 26 2 + 2 = 3 ? 2 + 2 + 2 + 2 = 5 ? Collaboration Math John Norman, U. of Cambridge

27. 27 “The aspect of the Kuali Community that Colorado State University is perhaps most grateful for is the team of exceptional technical folks who assist one another with problems and issues, on what seems almost a 24x7 schedule. We are MUCH stronger together than apart, and we have observed the expertise of the group steadily spiral upward as a result.” Patrick Burns, Colorado State U.

28. 28 Co-Laboring towards the Meta-university

29. 29 “…we are seeing the early emergence of a meta- university – a transcendent, accessible, empowering, dynamic, communally constructed framework of open materials and platforms on which much of higher education worldwide can be constructed or enhanced.” EDUCAUSE Review, May/June 2006, p. 30. Charles M. Vest President Emeritus, MIT

30. 30 c Library Books c Textbooks c PUBLIC KNOWLEDGE PROJECT Journals c Learning c Administrative Meta-university Collaborations (Just to name a few…) Networks enable new coordination models … …for aggregating resources to achieve goals

31. 31 “The meta-university will enable, not replace, residential campuses, especially in wealthier regions. It will bring cost-efficiencies to institutions through the shared development of educational materials. It will be adaptive, not prescriptive.” EDUCAUSE Review, May/June 2006, p. 30. Charles M. Vest President Emeritus, MIT

32. 32 Working in the Collaborative Era

33. 33 Redefined Higher Ed Ecosystem Academic and Commercial Participants

34. 34 e.g. Kuali Commercial Affiliates

35. 35 Collaboration Begins at Home

36. 36 Edge Trust Leverage IT Services ? ?

37. 37 Edge Trust Leverage IT Services The Extended IT Team

38. 38 IT Governance “Specifying the decision rights and accountability framework to encourage desirable behavior in using IT.” Weill & Ross, (2004) IT Governance, HBS Press.

39. 39 IT Principles IT Architecture IT Infra- structure Strategies Acad/Admin Application Needs IT Investment Academic/Admin Monarchy CxO Officers IT Monarchy IT Professionals Feudal Campuses,Schools,Dept Federal Power Decides Duopoly IT + Campus/School/Dept Agreement Anarchy Decision Types Styles © MIT Sloan CISR IT Governance (2004) HBSP Adapted for Higher Ed = IU = Best Corporate Performers IT Governance Matrix

40. 40 Decision Rights Input Rights Enablement Empowerment Accountability Framework

41. 41 An IU Example

42. 42 IT Timeline 2014 2010  Implementation  1998 First IU IT Strategic Plan Adopted 2008 2 nd IT Plan Commissioned Implementation 2009 Empowering People Adopted 15 Recommendations 72 Action Items “Hence the next IU IT Strategic Plan should be a plan to develop the pervasive use of IT to help build excellence in education and research in all disciplines, in administration, in IU's engagement in the life of the state, across all campuses, and in collaboration with IU's key partners such as Clarian Health and institutions of higher education in the state. The plan should sustain IU's leadership in services and infrastructure, while maximizing how these are leveraged to build excellence in education and research. And the plan should attempt to take into account the impact of the new waves of technology innovation in education and research based on the best predictions and analysis that can be developed.” Charge from President McRobbie

43. 43 April 2010 RESEARCH TECHNOLOGIES Craig A. Stewart Associate Dean LEARNING TECHNOLOGIES Anastasia S. Morrone Associate Dean COMMUNICATIONS and SUPPORT Sue B. Workman Associate Vice President Bradley C. Wheeler Vice President, Chief Information Officer and Dean

44. 44 April 2010 RESEARCH TECHNOLOGIES Craig A. Stewart Associate Dean 121 ApplicationsTeraGrid Site LeadScientific Programming Online Research Support & Training Statistical & Mathematical Computing High Performance Applications Open Science GridSystems Committee on Institutional Cooperation Data Capacitor High Performance Systems Research StorageCore ServicesVisualization Research Scientist & Artist Advanced Visualization Lab Visualization & Virtual Reality Life Sciences METACyt IUSM Advanced IT Core Biomedical Applications Computational Biology (CCC) Technology Digital Library Program Digital Arts & Humanities Institute Projects & Services Digital Library of the Commons Newton Chemistry

45. 45 Cloud Computing X XX XX X XX XX

46. 46

47. 47 Above-Campus Services Shaping the Promise of Cloud Computing for Higher Education by Brad Wheeler and Shelton Waggener Illustration by Randy Lyhus ©2009 EDUCAUSE Review, Nov/Dec 2009

48. 48 Above-Campus Sourcing Models Commercial Sourcing Institutional Sourcing Consortium Sourcing IaaS PaaS SaaS

49. 49 Observations on Collaboration

50. 50 Collaboration Essentials Goal alignment Values alignment Temporal alignment Talent alignment Governance clarity (input/decision rights) Problem solving alignment

51. 51 “Collaborations are fundamentally dynamic. Unlike cooperation, I would argue that collaboration can never be a permanent default condition. It requires constant explicit attention. You can pledge to be nice forever (I.e., cooperate), but not to collaborate forever.” James Hilton, U. of Virginia

52. 52 Institutional Collaborative Capability? Can’t be bought Must be grown via experience …Trust, skills, attitudes

53. 53 “Consistent with this statement of policy, throughout my years of responsibility for administration I have been motivated by a strong belief that the resources of higher education are so insufficient and the opportunities and responsibilities so vast, the only sensible course is to attempt in every way to avoid unnecessary duplication among or with institutions.” Herman B Wells, Being Lucky, 1980, p. 135 President of Indiana University, 1938-1962

54. 54 Thriving in the Era of Collaboration Brad Wheeler Indiana University © Brad Wheeler, Creative Commons Attribution 3.0 Beyond 2010…

55. 55 IU-Bloomington – Reported to Campus Chancellor Admin + Academic + Telephone / Networks IUPU-Indianapolis – Reported to Campus Chancellor Academic + + Telephone / Networks + 5 Regional Campuses 1997 From A Fractured IT History…

56. 56 Sustained Vision... and Execution Myles Brand Indiana University President 1994-2002 Michael A. McRobbie Indiana University VP for IT 1998-2007

57. 57

58. 58 1997 …to a Leveraged Future University Information Technology Services