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Just because a CIO last a long time at an institution does not mean they are committed to change. They may just hang in there and roll with the punches. There are CIOs who push the right technology but then are removed because they are the ones who need to sell, market and lead those projects so that everyone thinks they are successful. I wake up every day and think how things have changed at the College. Have I reset my perspective so that I can take advantage of that shift to reposition myself and make the College a better place and me a better CIO. What is keeping the clients for desiring the operational and technology changes that will improve their performance? How do I move them from a point of resistance to a state of desire for that change? If change is going to be a part of the CIO agenda then s/he will be changing the most and leading the effort. This article I just wrote for Educause talks about this very issue. On succession planning, I did a presentation last year that said a CIO should prepare the organization for a leadership shift. If the CIO is either asked to leave or desires to move to another position, the organization should not have to scramble to find a replacement. This from a blog I wrote about a year ago. Here is a quick list of items that might help: 1. Create a position that says you will take my place if something happens. a. Deputy CIO is what I decided worked at Bowdoin. 2. Provide leadership and technical development opportunities. a. Since three of my developing CIOs are woman I really like HERS. > > b. Two of my staff have attended the Leadership Training for Higher Ed CIOs and thought they were great. c. There are other programs... 3. I hire individual business, public speaking and personal coaches for them as needed. 4. I provide time and funding for individuals in IT to finish their education. a. Last year we had two bachelors, one MBA, one Masters and a PhD. Two of these individuals will be CIOs at some point. 5. Give the ones that are working towards being a CIO the opportunity to run other parts of the organization. This means funding and decision making power. You have to let people fail or struggle a bit to learn how to succeed. 6. Once they are ready, help them determine the right positions for them and support their efforts to find a CIO position, if you haven't died or moved on yet ;) 7. Find consulting opportunities that let them learn what it means to be on your own and leading an organization. My CSO just filled in as the acting CIO for a local community college. This opportunity gave him insight into how difficult and time consuming being a new CIO can be. He did a great job and they tried to hire him but it just wasn't the right time for him to take such a position. 8. Push them to challenge your authority and fight for their ideas and > projects. 8. Give them your time when they need it and commit your energy into their success. If they succeed and do well, celebrate their success. From: Charlie Moran [mailto:charlie.moran@MORANTECHNOLOGY.COM] Sent: Friday, September 07, 2012 8:20 AM Subject: Preempting the Next CIO I had some time to catch up on my reading on a flight yesterday and read a great article in CIO Magazine by one of our higher education friends, Bryson Payne, the CIO at North Georgia College and State University. In this article, Bryson asks one of those simple but deeply insightful questions that stops you in your tracks. Quoting from his article: "...I stopped asking why CIOs are such a famously short-lived breed. I chose instead to focus on pressing problems at my organization from a new perspective:" What Would the Next CIO Do? Wow - Simple but thought provoking question! Think about it: If you were no longer in your job, what are the first problems / opportunities that your successor would jump to work on? If you can develop of list of these needed changes, what precludes you from working on them right now? We do a lot of IT Assessments and we sometimes find obvious problems to be fixed or opportunities to be grabbed, but the CIO isn't working on them - and they usually know the things that need to be addressed. What gets in our way and prevents us from tackling these issues, before they tackle us? Any thoughts? Bryson, thanks for a great article! To read it, and Bryson's great thoughts on this question, go to: ****************************************** Charlie Moran Sr. Partner & CEO [Description: Description: MTC Logo - Outlook Bitmap2] 1215 Hamilton Lane, Suite 200 Naperville, IL 60540 Toll-Free (877) 212-6379 (Voice & Fax) Website: Good point Steve. Of course when we talk about succession planning we are assuming that we are the ones that "choose" to leave. The institution should know these things and not necessarily the CIO....because sometimes it is not our choice to leave and if this is the often may not be of a mind to (or have the ability to) frame the next position.... Rob I talked about BYOD in another article this month that addresses some of these concerns. Dr. Robert Paterson Vice President - Information Technology, Planning and Research Molloy College Rockville Centre, NY I may not address the question posed directly, but will take the opportunity to voice my thoughts on BYOD.

I am not a curmudgeon on this topic I have advocated BYOD on my campus for the last three years and continue to build our processes to expand support for it - but I do have a single worry about BYOD. Whenever I hear businesses or politicians talk about protecting consumer options and invariably you can dig into their interests and find the same motivation: moving risk from those most able to under=stand and manage the risk to those least capable of understanding and managing the risk. Usually, there is a financial benefit for the entity distributing the risk, but those that take on the risk have little visibility to the financial burden of the risk they receive. In my most pessimistic moments, I may also add the entity distributing the risk may have motivations to p=ass risk to those least capable to manage it precisely to take advantage of (and profit from) their ignorance (I am not sure this is happening in higher ed BYOD be interested if anyone sees this happening). BOYD is often billed as increasing [consumer] options and, in its most extreme form, certainly has the potential to change financial burden of IT departments and/or schools - shifting risk and financial burden from the department/business/school to the employee. Does the employee realize this shift is happening when they demand to use their own IT tools? Does the employee understand the implications of terms of service, especially for software meant for personal, non-commercial use being used for work-related tasks? Does a manager or department head understand the risks associated with a grab bag of IT services for the department's operations? IT traditionally took that burden (at a high cost) and had professionals who understood the risks manage the risks. As we move to BYOD, are we educating employees onthe risks they are taking on in the process? If not, is it fair? Because fairness is a possible test of ethics (out of many) - if not, is it ethical to shift IT risk to employees? Does this change if the level of BYOD policy is extreme (employees purchase all end-user IT services and must support it themselves - although they may still connect to enterprise systems) or light (employees pick the device they want, but enterprise IT has to support everything at the same (full) level when it comes through the door)? The biggest issue I see here is while end users want BYOD, in my experience they have little interest in understanding the risk and financial implications. They just want it. How much time do I spend protecting them from themselves when they don't want protection? Is my concern even valid? ********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at