1. Future Directions Richard Katz, EDUCAUSE David Marr, BearingPoint, Inc. Dr. Michael Zastrocky, Gartner Copyright 2003

2. David Marr

3. Framing Quote “We have only two sources of competitive advantage: 1. The ability to learn more about our customers faster than the competition. 2. The ability to turn that learning into action faster than the competition.” Jack Welch Former CEO, General Electric

4. Thought Provoking The key to IT strategy is architecting capability The key to IT strategy is architecting capability CIOs will need to shift focus and skills from back office to connecting with external partners via common standards and processes in order to create customer- centric value around the periphery of the enterprise CIOs will need to shift focus and skills from back office to connecting with external partners via common standards and processes in order to create customer- centric value around the periphery of the enterprise 70% - 80% of IT budgets go to O&M of legacy systems, but within 5 years, all the infrastructure will be driving innovation to the periphery of the enterprise 70% - 80% of IT budgets go to O&M of legacy systems, but within 5 years, all the infrastructure will be driving innovation to the periphery of the enterprise Web Services: In a web-enabled world, “figure out what you do best and outsource the rest” Web Services: In a web-enabled world, “figure out what you do best and outsource the rest” Source: Harvard Business Review

5. Observations Greater emphasis being placed on Strategic Enrollment Management Greater emphasis being placed on Strategic Enrollment Management Greater demand for enterprise Business Intelligence (BI), but the capability still eludes many schools Greater demand for enterprise Business Intelligence (BI), but the capability still eludes many schools IT initiatives must have “true” Return on Investment (ROI) -- business case IT initiatives must have “true” Return on Investment (ROI) -- business case Increased focus on cost take-out due to budget pressures Increased focus on cost take-out due to budget pressures Wireless Campus -- “Extending the Channels” Wireless Campus -- “Extending the Channels”

6. Customer/Constituent Expectations Fresh, tasty and now! Fresh, tasty and now! 24x7 intuitive self-service 24x7 intuitive self-service Porous and extended enterprise Porous and extended enterprise Leadership Expectations More business value More business value More centralization of IT capabilities and standardized IT infrastructure More centralization of IT capabilities and standardized IT infrastructure Payback -- ROI Payback -- ROI

7. Impact on IT An IT strategic plan that is customer- centric An IT strategic plan that is customer- centric An immediate integrated enterprise An immediate integrated enterprise Open – adaptable architectures Open – adaptable architectures Expanded use of middleware Expanded use of middleware Acquisition of capabilities (not built here) Acquisition of capabilities (not built here)

8. BearingPoint’s Response Customer/Constituent Relationship Management (CRM) – Student-for-Life Customer/Constituent Relationship Management (CRM) – Student-for-Life BI based on conforming data model specific for Higher Education -- Campus Executive BI based on conforming data model specific for Higher Education -- Campus Executive Enterprise Value Creation Enterprise Value Creation Creative partnership (value-deals) Creative partnership (value-deals) Modularized managed services Modularized managed services Campus Wireless/mobile solutions, partnered with Intel (Centrino TM) Campus Wireless/mobile solutions, partnered with Intel (Centrino TM)

9. The Future Architecting the customer experience through extendable enabling technologies