2. Agenda Opening Comments –Reflections –Leadership Journeys Planning for Session V Ron Kraemer, CIO and Vice Provost for Information Technology Results and Measures Progress on Your Development Goals Adjourn

4. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 4 Focusing on RESULTS!

5. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 5 Leadership and Results When you hear the word results, what comes to mind?

6. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 6 Defining Leadership “A leader’s job is to make sure the organization does the right things, while a manager’s job is to make sure we do those things right.” Warren Bennis: Why Leaders Fail

7. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 7 “I’m talking about leadership as the development of vision and strategies, the alignment of relevant people behind those strategies, and the empowerment of individuals to make the vision happen despite obstacles.” John Kotter: What Leaders Really Do Defining Leadership

8. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 8 Defining Leadership “Effective leaders must connect the attributes of leadership to results.” “Being capable and possessing the attributes of leadership is terrific, but capability must be put to appropriate and purposeful use. …leaders must strive for excellence in both terms; that is, they must demonstrate attributes and achieve results.” Dave Ulrich, Jack Zenger, Norm Smallwood: Results-Based Leadership

9. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 9 Defining Leadership “Execution is the great unaddressed issue … today. It’s absence is the single biggest obstacle to success. … Execution is not just tactics… It has to be built into an organization’s strategy, its goals, and its culture.” “The organization’s leader cannot delegate its substance.” Larry Bossidy and Ram Charan: Execution – The Discipline of Getting Things Done

10. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 10 Necessary Linkages People Results Strategy

11. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 11 Strategy  You cannot craft a worthwhile strategy if you don’t have or cannot get what’s required to execute it – the right resources and people.  Strategy takes into account people and operational realities.  You must know your capacity and capabilities when you craft your strategy. People Results Strategy

12. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 12 People – Staff  Getting results requires that the right people, individually and collectively, focus on the right details at the right time.  To get results staff have to be committed to the strategy and the action plan. Ideally they are involved in creating the action plan and have a vested interest in its success.  Staff must be accountable for getting results. People ResultsStrategy

13. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 13 People – Leaders  Only a leader can ask the tough questions that everyone needs to answer, then manage the process of debating the information and making the right trade-offs.  Part of the leader’s responsibility is to observe the players, individually and collectively – on the field and “from the balcony.”  The leader uses knowledge of the business to constantly probe and question; to bring weaknesses to light, and to rally staff to correct them. ResultsStrategy People

14. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 14 Getting Results is … “…a systematic process of  rigorously discussing ‘hows’ and ‘whats,’  questioning,  tenaciously following through, and  ensuring accountability. It includes  making assumptions about the business environment,  assessing the organization’s capabilities,  linking strategy to operations and the people who are going to implement the strategy,  synchronizing those people and their various disciplines, and  linking rewards to outcomes.” Execution Results Strategy People

15. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 15 Behaviors that Yield Results 1. Have an absolute focus on results. 2. Take complete and personal responsibility for your group’s results. 3. Clearly and specifically communicate expectations and targets to the people in your group. 4. Determine what you need to do personally to improve your results. 5. Measure and increase the rigor with which you measure. 6. Constantly take actions; results won’t improve without it. 7. Seek feedback about ways you and your group can improve outcomes. 8. Model your methods and strive for the results you want your group to use and attain. Results-Based Leadership

16. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 16 References 1. Execution – The Discipline of Getting Things Done, Larry Bossidy and Ram Charan, Crown Business, New York, NY, 2002. 2. Results-Based Leadership, Dave Ulrich, Jack Zenger, and Norm Smallwood, Harvard Business School Press, Boston, MA, 1999. 3. Getting Things Done – The Art of Stress-Free Productivity, David Allen, Viking, New York, NY, 2001.

17. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 17 Measures & Metrics

18. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 18 Measure Measure n. 1. The dimensions, quantity, or capacity of something as ascertained by measuring: Length, area, volume, and mass are basic measures of material properties. Metrics – Measurements you can use. I.e., a metric presents data or information that allows us to take action.

19. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 19 Metrics — What? & Why? What would be helpful to measure in your university’s IT environment and why?

20. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 20 Great Metrics  Provide clear understanding of progress toward strategic objectives.  Provide current status, rate of improvement.  Be perceived as valuable.  Manage the process and measure the results.

21. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 21 Finance  Historically, financial measures have been the first and foremost measure of interest to management.  But, financial measures alone have never provided adequate information for operational support.

22. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 22 The Balanced Scorecard  1990 multicompany study: Measuring Performance in the Organization of the Future.  Existing performance measurement approaches were hindering organization’s abilities to create future economic value.  New approach: four distinct sets of measures: finance, customer, internal process, and innovation and learning linked to vision and strategy.

23. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 23 The Balanced Scorecard Objectives Metrics Targets Initiatives Objectives Metrics Targets Initiatives Objectives Metrics Targets Initiatives Internal Business Processes “To satisfy our shareholders and customers, what business processes must we excel at?” Customer “To achieve our vision, how should we appear to our customers?” Finance “To succeed financially, how should we appear to our shareholders?” Objectives Metrics Targets Initiatives Learning and Growth “To achieve our vision, how will we sustain our ability to change and improve?” Vision and Strategy

24. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 24 Thinking about University IT What do we need to know to take action to improve our products and services?  How our customers think we are doing.  Information about the delivery of outcomes.  Information about the internal performance of our processes.  How our staff are doing.

25. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 25 Metrics Framework Satisfaction – how well are we doing? Customer – how satisfied are our customers with our products and services C.f., http://web.mit.edu/ist/survey Employee – how satisfied are our staff with their work and working environment C.f., http://www.cit.cornell.edu/cit/qwl/ C.f.,http://hrweb.mit.edu/workfamily/ssur veys.html C.f., http://www.insightlink.com/ Performance – numerical indicators of capacity and results System E.g., email messages processed/day Process E.g., avg. time to resolve call to help desk E.g., avg. number of purchase orders processed by ERP system per business day Intraprocess task E.g., avg. time to first response to web posting of a request to the help desk Cost – what are the financial costs associated with the unit? University What is the cost of IT university-wide? Organization What is the cost of central IT? System What is the cost of operating the ERP system? Service What is the cost of providing email? Per message processed? Process What is the cost of processing a purchase order? Intraprocess task What is the first-response cost in the help desk process?

26. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 26 Dashboards What do I do if I want to use metrics such as these for operational purposes?  Defining what is significant.  Collecting it.  Making it available.  Using it to improve operations.

27. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 27

28. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 28

29. ITLP :: The Information Technology Leaders Program CIC 3 – Workshop 4 @ The University of Wisconsin – Madison, May 6-7, 2008 29 References 1. The Balances Scorecard, Robert S. Kaplan and David P. Norton, Harvard Business School Press, Boston, MA, 1996. [Slide 6 reproduces Figure 1-1 on Page 9.] 2. “Aligning IT with Firm Business Strategies Using the Balanced Scorecard System,” Quing Hu and C. Derrick Huang, Proceedings of the 38th Hawaii International Conference on System Sciences – 2005, http://csdl.computer.org/comp/proceedings/hicss/2005/2268/08/22680230a.pdf 3. “Management by Fact: Benchmarking Uniersity IT Services,” Jennifer Dowling Dougherty, William Clebsch, and Greg Anderson, EDUCAUSE QUARTERLY, Number 1, 2004. [Available at: http://www.educause.edu/LibraryDetailPage/666?ID=EQM0413; see also, http://web.mit.edu/ist/about/benchmarking/.] 4. “Digital Dashboards: Driving Higher Education Decisions,” Elazar C. Harel and Toby D. Sitko, EDUCAUSE Center for Applied Research Research Bulletin, Volume 2003, Issue 19, September 16, 2003. 5. Information about MIT’s HelpDesk dashboard as well as current dashboards can be found at: http://web.mit.edu/ist/support/dashboard/.