Main Nav

Colleagues,

 

Good evening!  I plan to meet with our Campus Presidents to discuss IT.  My goal is to glean strategic information from them about where they are heading and how IT can help them achieve their goals.  Do any of you have any good questions to have a strategic conversation with Presidents?

 

 

- Mac -

 

Keith W. McIntosh, MBA
Vice Chancellor for Information Technology

and Chief Information Officer (CIO)

-------------------------------------------------------
Information Technology
Pima County Community College District
kwmcintosh@pima.edu

 

********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/discuss.

Comments

Ask each of them to tell you the one institutional issue facing the school that is keeping them up at night. If they Chancellor has more than one, that’s okay!

 

Thanks!

******************************************
Charlie Moran
Sr. Partner & CEO

1215 Hamilton Lane, Suite 200
Naperville, IL  60540
Toll-Free (877) 212-6379 (Voice & Fax)
Website: 
www.MoranTechnology.com
******************************************
P Please consider the environment before printing this email...

 

I have three broad areas that I frequently try to seek guidance on:
  1. How can data access and reporting services provided by IT better support decision-making at the university?
  2. If we had to prioritize resources that support the campus infrastructure, how do you envision our investments in terms of growing internet bandwidth, expanding WiFi coverage and strengthening smartphone/mobile connectivity?
  3. Can you share current thinking on our academic vision for technology-enriched learning? How might we best balance the needs for growing our "Smart Classrooms," enhancing the use of our learning management system for hybrid/on-campus classes and strengthening our capacity for high-quality distance learning?  
Good luck --  I think the answer is do it all faster, cheaper and better!

Tom Skill


Thomas Skill, Ph.D.
Associate Provost & CIO
Professor of Communication
Office (937) 229-3511
Fax (937) 229-4044

eMail: skill@udayton.edu

UDit
University of Dayton
300 College Park 
Dayton, OH 45469-2230


Keith,

This isn't an exact fit to your question, but still a very worthwhile conversation.  The most recent EDUCAUSE Review has a great leadership viewpoint by Marty Ringle and Michael Roy on 5 questions Presidents should ask their CIOs.  There are some excellent conversation opportunities in there.

https://net.educause.edu/ir/library/pdf/ERM1366.pdf

Cathy

 

Cathy Bates

Associate Vice Chancellor and CIO

Appalachian State University

828-262-6278

batescj@appstate.edu


What is your vision for enrollment and can (how) information technology help achieve that vision?  Listen for realms in the answer. Is it a service oriented answer? An analytics oriented answer? A recruiting focus or a retention focus? Are there awareness gaps linked to what you've done or addressed?

What teaching and learning technologies models are important to the achievement of vision and goals?  What is the role of online in the vision?  Supplementary?  Blended?

Those two jump out as important.

Theresa

On Monday, December 16, 2013, McIntosh, Keith wrote:

Colleagues,

 

Good evening!  I plan to meet with our Campus Presidents to discuss IT.  My goal is to glean strategic information from them about where they are heading and how IT can help them achieve their goals.  Do any of you have any good questions to have a strategic conversation with Presidents?

 

 

- Mac -

 

Keith W. McIntosh, MBA
Vice Chancellor for Information Technology

and Chief Information Officer (CIO)

-------------------------------------------------------
Information Technology
Pima County Community College District
kwmcintosh@pima.edu

 

********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/discuss.



--
Theresa Rowe on the road
********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/discuss.

Keith,

 

From the book “College (Un)Bound”, reference chapter 4 on the five disruptive forces that will change higher education  and ask your presidents for thoughts on these.  Chapter 9 therein talks about “skills of the future” for student life-time success, these I think would also be good to bring up.

 

Hope this helps.

 

Regards,

 

Jim

 

James M. Dutcher - CIO: PMP, CISSP, SCP/Security+, CISA

SUNY Cobleskill

EMail : dutchejm@cobleskill.edu

EMail : jim@dutcher.net (personal)

Office: (518) 255-5809

Cell  : (518) 657-1056 (work)

Cell  : (607) 760-7455 (personal)

Skype : james_dutcher

http://www.cobleskill.edu/

 

"In the epic battle between planning and action...action always wins"

"Without strategy, execution is aimless. Without execution, strategy is useless.”

 

 

Keith,

You're getting sound advice.  One different kind question I ask my President and other executives on a regular basis is, "Is there anything you think we should stop doing?"  In the age of do everything with less, this can occasionally open up the door to new and important topics of strategic and operational discussion. 

Best wishes,

Steve



Steven C Burrell
Vice President for Information Technology and Chief Information Officer
Georgia Southern University
1770 Southern Drive * Statesboro, GA * 30458
Office: (912) 478-1294
Google Voice: (912) 225-9747


I agree with Steve.  As a former CIO, I would often ask what would be the consequences if we stop providing X and give a list of services or initiatives.  The way I presented the question was in the form of a risk management grid . I listed the services and initiatives with a column for impact (who and what) and a column for cost.   I brought the grid to the table having asked my team to rate the services and initiatives from 1-5 with 1 having the most impact and/or cost (either positive or negative).

 

It gives a rudimentary visual that helps them see the initiatives/services in context and  generally opens the door to find out what is most important to the leadership team.  Then if they want more details on impact/cost I could always provide a more complete explanation of the initiative/service, reasons for impact, value add for the service, and cost of continuing or discontinuing,

 

Michele

 

Michele Branch-Frappier

Director, Enterprise Technology Leadership and Community Development

Office of the Vice President for

     Information Technology & CIO

Columbia, SC 29208

803-777-8738

mbranch@mailbox.sc.edu

www.sc.edu/it

 

From: The EDUCAUSE CIO Constituent Group Listserv [mailto:CIO@LISTSERV.EDUCAUSE.EDU] On Behalf Of Steven Burrell
Sent: Tuesday, December 17, 2013 8:36 AM
To: CIO@LISTSERV.EDUCAUSE.EDU
Subject: Re: [CIO] Strategy questions for Campus leadership as it pertains to IT

 

Keith,

 

You're getting sound advice.  One different kind question I ask my President and other executives on a regular basis is, "Is there anything you think we should stop doing?"  In the age of do everything with less, this can occasionally open up the door to new and important topics of strategic and operational discussion. 

 

Best wishes,

 

Steve


 

 

Steven C Burrell

Vice President for Information Technology and Chief Information Officer

Georgia Southern University

1770 Southern Drive * Statesboro, GA * 30458

Office: (912) 478-1294

Google Voice: (912) 225-9747

 

Keith,

This is a great opportunity and the advice provide by Tom, Cathy, Theresa and others is right on point.  Allow me to provide some practical information as well....

  • Keep it strategic - In order to keep it strategic you need to be versed on the tactical and know what pains (if any) they are having with technology.  You can bet that key people under them have technology needs and voice issues/concerns to the executives so being aware of these issues and having a plan to address them gives IT credibility in moving forward with strategic initiatives. You can scan Help Desk request for recurring issues and review project plans but also looking at various meeting minutes is a good source to identify issues that could derail the strategic discussions.  Most important, know who their "go to" people are and meet with them to get to know their immediate needs as well as their larger/longer-term issues.  This information will help inform the strategic discussion and will help keep it strategic in nature.
  • Go in with a plan (or framework) based on their articulated direction/vision but be flexible - Be well versed on the Cabinet Agendas and Minutes and on the initiatives of other governance groups on campus.  Know the mission and vision of each area (in general anyway) and know what they see as their direction forward.  Your staff will be helpful here and some of this may be in documents but it often requires a conversation to begin to explore what is possible.  As the CIO, you are uniquely positioned to be able to converse with all members of the institution and work with them to set some priorities based on trends you are seeing externally and identify the big impact priorities that help multiple areas of the college.    
  • This is bigger than IT - For the CIO to work with multiple executives in a large distributed organization you have to draw on resources that are often outside your immediate reporting structure (Deans, IR, Grants, Distance Education, etc.).  Being able to work with these areas on strategic projects is critical for the institution and strong "dotted-line" reporting structures are critical.  This means you need to include and motivate resources from outside of IT and this highlights how interconnected things are when planning strategy. 
  • Be willing to restructure IT areas - If the institution is moving in new strategic directions then you may need additional staff or consulting assistance but in a budget constrained environment you need to show a willingness to restructure and realign the IT resources to best meet the strategic priorities ahead of you.  Sometimes you can get agreement that you will stop doing some functions to focus on others (that is an easy one) but often you are asked to keep doing everything you are doing and add on a bunch more (that is a more complicated situation).  Either way, having the executives generally knowledgeable about your structure, capabilities and current priorities will aid in that discussion.  The bottom line is that if the cabinet members see that IT is ready and willing to restructure to move ahead on strategic priorities then they will be more inclined to do so as well.
I wish you the best with these discussions. 

Curtis


What are the top strategic goals for Pima over the next 5-10 years? (Examples, grow enrollment, grow online, curriculum changes, marketing, etc. - be prepped for how IT can aide in any/all.) What do you want prospective students to think when they hear 'Pima County Community College'? Innovative? Solid? Mobile? Online? Credit transfer/equivalency? Small class sizes - quality, smart, etc. Sent from my iPhone
Mac

I don't have advice about specific questions for the Pres, but I would ask this question of myself.

"What is my relationship with the President, and given that, what overall approach is best suited for the upcoming opportunity to meet."

 I say this because for me, it has never been about specific questions, but rather about the overall outcome of the interaction. 

In the end:

Will this interaction advance our relationship?

Will I learn more about his/her priorities or approach?

Will I learn more about his/her comfort level with talking about technology-based services?

Will our interaction build trust and familiarity?

Are there areas I could act on immediately that would serve the institution well?

Hope this helps.

Good luck and all the best!


****************
****************
Ron Kraemer
Vice President and Chief Information and Digital Officer
University of Notre Dame



Mac,

You have received a lot of great advice.  One question that comes comes to mind for me is: "What does success look like for you in one to three years?"  My guess is you will not receive the same answers from the campus presidents and most of the answers will not involve IT at all.  

Kirk

-------------------------------------------------------------
Kirk Kelly
Associate Vice President and CIO

Office of Information Technology
Portland State University
2121 SW 4th Ave 
Portland, OR 97201

kkelly@pdx.edu
503-725-6246


Kirk et al,

 

Thank you for your support, suggestions, and great questions.

 

 

- Mac -

 

Keith W. McIntosh, MBA
Vice Chancellor for Information Technology

and Chief Information Officer (CIO)

-------------------------------------------------------
Information Technology
Pima County Community College District
kwmcintosh@pima.edu

 

From: The EDUCAUSE CIO Constituent Group Listserv [mailto:CIO@LISTSERV.EDUCAUSE.EDU] On Behalf Of Kirk Kelly
Sent: Tuesday, December 17, 2013 3:18 PM
To: CIO@LISTSERV.EDUCAUSE.EDU
Subject: Re: [CIO] Strategy questions for Campus leadership as it pertains to IT

 

Mac,

 

You have received a lot of great advice.  One question that comes comes to mind for me is: "What does success look like for you in one to three years?"  My guess is you will not receive the same answers from the campus presidents and most of the answers will not involve IT at all.  

 

Kirk


-------------------------------------------------------------

Kirk Kelly
Associate Vice President and CIO

Office of Information Technology
Portland State University
2121 SW 4th Ave 
Portland, OR 97201

kkelly@pdx.edu
503-725-6246

 

I love Keith’s answer… I’ll build on it--

 

Who are we and where are we going?

 

Define who you are by what you don’t do.

 

If our budget is cut by 25%, what would we stop doing?

If our budget is cut by 50%, what would we stop doing?

No matter how much our budget is cut, what would we never stop doing?

 

This is one tactic I’ve found to help folks focus. Then you can discuss strategies in how technology can make things better.

 

Derek

 

 

 
Derek Bierman  Vice President of Technology Services
402-844-7060 | derek@northeast.edu | fax 402-844-7400


NORTHEAST.EDU
801  E. BENJAMIN AVE. |  PO BOX 469  |  NORFOLK, NE 68702
402-371-2020    800-348-9033    FAX 402-844-7400

This email and any files transmitted with it are confidential and solely for the use of the intended recipient(s).  If you have received this email in error, please notify the sender immediately by email and delete this email from your system.  Please note that any views or opinions presented in this email are solely those of the author and do not necessarily represent those of the College.  The recipient should check this email and any attachments for the presence of viruses.  The College accepts no liability for any damage caused by any virus transmitted by this email.

From: The EDUCAUSE CIO Constituent Group Listserv [mailto:CIO@LISTSERV.EDUCAUSE.EDU] On Behalf Of Steven Burrell
Sent: Tuesday, December 17, 2013 7:36 AM
To: CIO@LISTSERV.EDUCAUSE.EDU
Subject: Re: [CIO] Strategy questions for Campus leadership as it pertains to IT

 

Keith,

 

You're getting sound advice.  One different kind question I ask my President and other executives on a regular basis is, "Is there anything you think we should stop doing?"  In the age of do everything with less, this can occasionally open up the door to new and important topics of strategic and operational discussion. 

 

Best wishes,

 

Steve


 

 

Steven C Burrell

Vice President for Information Technology and Chief Information Officer

Georgia Southern University

1770 Southern Drive * Statesboro, GA * 30458

Office: (912) 478-1294

Google Voice: (912) 225-9747

 

Keith

 

Are you meeting individually or in a group?

Group dynamics will influence responses to any questions or inquiries. If you are meeting in a group I suggest you make bold statements and ask for responses to those statements. You can couch the bold statements by using published statements eg Gartner, Forrester, etc  or ‘famous’ quotes eg “"If the rate of change inside an institution is less than the rate of change outside, the end is in sight."  Jack Welch (while CEO of General Electric). This takes the focus off you as making the bold statements. Responses to statements will elicit very different responses than those to questions.

 

If you are meeting individually, and I am not kidding, provide them a blank piece of paper and colored markers and ask them to draw their vision of technology on their campus. If they are resistant to drawing ask instead for them to list the words that immediately come to mind (like of a word cloud or mind map) when you mention technology.

 

Just a thought…

 

Steve diFilipo

 

From: Derek Bierman [mailto:derek@NORTHEAST.EDU]
Sent: Wednesday, December 18, 2013 12:37 AM
Subject: Re: Strategy questions for Campus leadership as it pertains to IT

 

I love Keith’s answer… I’ll build on it--

 

Who are we and where are we going?

 

Define who you are by what you don’t do.

 

If our budget is cut by 25%, what would we stop doing?

If our budget is cut by 50%, what would we stop doing?

No matter how much our budget is cut, what would we never stop doing?

 

This is one tactic I’ve found to help folks focus. Then you can discuss strategies in how technology can make things better.

 

Derek

 

 

 

Derek Bierman  Vice President of Technology Services
402-844-7060 | derek@northeast.edu | fax 402-844-7400

 


NORTHEAST.EDU
801  E. BENJAMIN AVE. |  PO BOX 469  |  NORFOLK, NE 68702
402-371-2020    800-348-9033    FAX 402-844-7400

 

This email and any files transmitted with it are confidential and solely for the use of the intended recipient(s).  If you have received this email in error, please notify the sender immediately by email and delete this email from your system.  Please note that any views or opinions presented in this email are solely those of the author and do not necessarily represent those of the College.  The recipient should check this email and any attachments for the presence of viruses.  The College accepts no liability for any damage caused by any virus transmitted by this email.

 

From: The EDUCAUSE CIO Constituent Group Listserv [mailto:CIO@LISTSERV.EDUCAUSE.EDU] On Behalf Of Steven Burrell
Sent: Tuesday, December 17, 2013 7:36 AM
To: CIO@LISTSERV.EDUCAUSE.EDU
Subject: Re: [CIO] Strategy questions for Campus leadership as it pertains to IT

 

Keith,

 

You're getting sound advice.  One different kind question I ask my President and other executives on a regular basis is, "Is there anything you think we should stop doing?"  In the age of do everything with less, this can occasionally open up the door to new and important topics of strategic and operational discussion. 

 

Best wishes,

 

Steve


 

 

Steven C Burrell

Vice President for Information Technology and Chief Information Officer

Georgia Southern University

1770 Southern Drive * Statesboro, GA * 30458

Office: (912) 478-1294

Google Voice: (912) 225-9747

 

Steve,

 

Great…I’m meeting them as a group.  I’ll be meeting with the Administrative Leadership (CFO, Provost, HR, Facilities, Public Information) as a group in January.  The choice for meeting with a group was to follow how we’ve done other groups and it’s a little easier to get them together.

 

 

- Mac -

 

Keith W. McIntosh, MBA
Vice Chancellor for Information Technology

and Chief Information Officer (CIO)

-------------------------------------------------------
Information Technology
Pima County Community College District
kwmcintosh@pima.edu

 

From: The EDUCAUSE CIO Constituent Group Listserv [mailto:CIO@LISTSERV.EDUCAUSE.EDU] On Behalf Of Steve diFilipo
Sent: Thursday, December 19, 2013 6:29 AM
To: CIO@LISTSERV.EDUCAUSE.EDU
Subject: Re: [CIO] Strategy questions for Campus leadership as it pertains to IT

 

Keith

 

Are you meeting individually or in a group?

Group dynamics will influence responses to any questions or inquiries. If you are meeting in a group I suggest you make bold statements and ask for responses to those statements. You can couch the bold statements by using published statements eg Gartner, Forrester, etc  or ‘famous’ quotes eg “"If the rate of change inside an institution is less than the rate of change outside, the end is in sight."  Jack Welch (while CEO of General Electric). This takes the focus off you as making the bold statements. Responses to statements will elicit very different responses than those to questions.

 

If you are meeting individually, and I am not kidding, provide them a blank piece of paper and colored markers and ask them to draw their vision of technology on their campus. If they are resistant to drawing ask instead for them to list the words that immediately come to mind (like of a word cloud or mind map) when you mention technology.

 

Just a thought…

 

Steve diFilipo

 

From: Derek Bierman [mailto:derek@NORTHEAST.EDU]
Sent: Wednesday, December 18, 2013 12:37 AM
Subject: Re: Strategy questions for Campus leadership as it pertains to IT

 

I love Keith’s answer… I’ll build on it--

 

Who are we and where are we going?

 

Define who you are by what you don’t do.

 

If our budget is cut by 25%, what would we stop doing?

If our budget is cut by 50%, what would we stop doing?

No matter how much our budget is cut, what would we never stop doing?

 

This is one tactic I’ve found to help folks focus. Then you can discuss strategies in how technology can make things better.

 

Derek

 

 

 

Derek Bierman  Vice President of Technology Services
402-844-7060 | derek@northeast.edu | fax 402-844-7400

 


NORTHEAST.EDU
801  E. BENJAMIN AVE. |  PO BOX 469  |  NORFOLK, NE 68702
402-371-2020    800-348-9033    FAX 402-844-7400

 

This email and any files transmitted with it are confidential and solely for the use of the intended recipient(s).  If you have received this email in error, please notify the sender immediately by email and delete this email from your system.  Please note that any views or opinions presented in this email are solely those of the author and do not necessarily represent those of the College.  The recipient should check this email and any attachments for the presence of viruses.  The College accepts no liability for any damage caused by any virus transmitted by this email.

 

From: The EDUCAUSE CIO Constituent Group Listserv [mailto:CIO@LISTSERV.EDUCAUSE.EDU] On Behalf Of Steven Burrell
Sent: Tuesday, December 17, 2013 7:36 AM
To: CIO@LISTSERV.EDUCAUSE.EDU
Subject: Re: [CIO] Strategy questions for Campus leadership as it pertains to IT

 

Keith,

 

You're getting sound advice.  One different kind question I ask my President and other executives on a regular basis is, "Is there anything you think we should stop doing?"  In the age of do everything with less, this can occasionally open up the door to new and important topics of strategic and operational discussion. 

 

Best wishes,

 

Steve


 

 

Steven C Burrell

Vice President for Information Technology and Chief Information Officer

Georgia Southern University

1770 Southern Drive * Statesboro, GA * 30458

Office: (912) 478-1294

Google Voice: (912) 225-9747

 

Colleagues,

 

Good evening!  I plan to meet with our Campus Presidents to discuss IT.  My goal is to glean strategic information from them about where they are heading and how IT can help them achieve their goals.  Do any of you have any good questions to have a strategic conversation with Presidents?

 

 

- Mac -

 

Keith W. McIntosh, MBA
Vice Chancellor for Information Technology

and Chief Information Officer (CIO)

-------------------------------------------------------
Information Technology
Pima County Community College District
kwmcintosh@pima.edu

 

********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/discuss.

Ask each of them to tell you the one institutional issue facing the school that is keeping them up at night. If they Chancellor has more than one, that’s okay!

 

Thanks!

******************************************
Charlie Moran
Sr. Partner & CEO

1215 Hamilton Lane, Suite 200
Naperville, IL  60540
Toll-Free (877) 212-6379 (Voice & Fax)
Website: 
www.MoranTechnology.com
******************************************
P Please consider the environment before printing this email...

 

I have three broad areas that I frequently try to seek guidance on:
  1. How can data access and reporting services provided by IT better support decision-making at the university?
  2. If we had to prioritize resources that support the campus infrastructure, how do you envision our investments in terms of growing internet bandwidth, expanding WiFi coverage and strengthening smartphone/mobile connectivity?
  3. Can you share current thinking on our academic vision for technology-enriched learning? How might we best balance the needs for growing our "Smart Classrooms," enhancing the use of our learning management system for hybrid/on-campus classes and strengthening our capacity for high-quality distance learning?  
Good luck --  I think the answer is do it all faster, cheaper and better!

Tom Skill


Thomas Skill, Ph.D.
Associate Provost & CIO
Professor of Communication
Office (937) 229-3511
Fax (937) 229-4044

eMail: skill@udayton.edu

UDit
University of Dayton
300 College Park 
Dayton, OH 45469-2230


Keith,

This isn't an exact fit to your question, but still a very worthwhile conversation.  The most recent EDUCAUSE Review has a great leadership viewpoint by Marty Ringle and Michael Roy on 5 questions Presidents should ask their CIOs.  There are some excellent conversation opportunities in there.

https://net.educause.edu/ir/library/pdf/ERM1366.pdf

Cathy

 

Cathy Bates

Associate Vice Chancellor and CIO

Appalachian State University

828-262-6278

batescj@appstate.edu


What is your vision for enrollment and can (how) information technology help achieve that vision?  Listen for realms in the answer. Is it a service oriented answer? An analytics oriented answer? A recruiting focus or a retention focus? Are there awareness gaps linked to what you've done or addressed?

What teaching and learning technologies models are important to the achievement of vision and goals?  What is the role of online in the vision?  Supplementary?  Blended?

Those two jump out as important.

Theresa

On Monday, December 16, 2013, McIntosh, Keith wrote:

Colleagues,

 

Good evening!  I plan to meet with our Campus Presidents to discuss IT.  My goal is to glean strategic information from them about where they are heading and how IT can help them achieve their goals.  Do any of you have any good questions to have a strategic conversation with Presidents?

 

 

- Mac -

 

Keith W. McIntosh, MBA
Vice Chancellor for Information Technology

and Chief Information Officer (CIO)

-------------------------------------------------------
Information Technology
Pima County Community College District
kwmcintosh@pima.edu

 

********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/discuss.



--
Theresa Rowe on the road
********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/discuss.

Keith,

 

From the book “College (Un)Bound”, reference chapter 4 on the five disruptive forces that will change higher education  and ask your presidents for thoughts on these.  Chapter 9 therein talks about “skills of the future” for student life-time success, these I think would also be good to bring up.

 

Hope this helps.

 

Regards,

 

Jim

 

James M. Dutcher - CIO: PMP, CISSP, SCP/Security+, CISA

SUNY Cobleskill

EMail : dutchejm@cobleskill.edu

EMail : jim@dutcher.net (personal)

Office: (518) 255-5809

Cell  : (518) 657-1056 (work)

Cell  : (607) 760-7455 (personal)

Skype : james_dutcher

http://www.cobleskill.edu/

 

"In the epic battle between planning and action...action always wins"

"Without strategy, execution is aimless. Without execution, strategy is useless.”

 

 

Keith,

You're getting sound advice.  One different kind question I ask my President and other executives on a regular basis is, "Is there anything you think we should stop doing?"  In the age of do everything with less, this can occasionally open up the door to new and important topics of strategic and operational discussion. 

Best wishes,

Steve



Steven C Burrell
Vice President for Information Technology and Chief Information Officer
Georgia Southern University
1770 Southern Drive * Statesboro, GA * 30458
Office: (912) 478-1294
Google Voice: (912) 225-9747


I agree with Steve.  As a former CIO, I would often ask what would be the consequences if we stop providing X and give a list of services or initiatives.  The way I presented the question was in the form of a risk management grid . I listed the services and initiatives with a column for impact (who and what) and a column for cost.   I brought the grid to the table having asked my team to rate the services and initiatives from 1-5 with 1 having the most impact and/or cost (either positive or negative).

 

It gives a rudimentary visual that helps them see the initiatives/services in context and  generally opens the door to find out what is most important to the leadership team.  Then if they want more details on impact/cost I could always provide a more complete explanation of the initiative/service, reasons for impact, value add for the service, and cost of continuing or discontinuing,

 

Michele

 

Michele Branch-Frappier

Director, Enterprise Technology Leadership and Community Development

Office of the Vice President for

     Information Technology & CIO

Columbia, SC 29208

803-777-8738

mbranch@mailbox.sc.edu

www.sc.edu/it

 

From: The EDUCAUSE CIO Constituent Group Listserv [mailto:CIO@LISTSERV.EDUCAUSE.EDU] On Behalf Of Steven Burrell
Sent: Tuesday, December 17, 2013 8:36 AM
To: CIO@LISTSERV.EDUCAUSE.EDU
Subject: Re: [CIO] Strategy questions for Campus leadership as it pertains to IT

 

Keith,

 

You're getting sound advice.  One different kind question I ask my President and other executives on a regular basis is, "Is there anything you think we should stop doing?"  In the age of do everything with less, this can occasionally open up the door to new and important topics of strategic and operational discussion. 

 

Best wishes,

 

Steve


 

 

Steven C Burrell

Vice President for Information Technology and Chief Information Officer

Georgia Southern University

1770 Southern Drive * Statesboro, GA * 30458

Office: (912) 478-1294

Google Voice: (912) 225-9747

 

Keith,

This is a great opportunity and the advice provide by Tom, Cathy, Theresa and others is right on point.  Allow me to provide some practical information as well....

  • Keep it strategic - In order to keep it strategic you need to be versed on the tactical and know what pains (if any) they are having with technology.  You can bet that key people under them have technology needs and voice issues/concerns to the executives so being aware of these issues and having a plan to address them gives IT credibility in moving forward with strategic initiatives. You can scan Help Desk request for recurring issues and review project plans but also looking at various meeting minutes is a good source to identify issues that could derail the strategic discussions.  Most important, know who their "go to" people are and meet with them to get to know their immediate needs as well as their larger/longer-term issues.  This information will help inform the strategic discussion and will help keep it strategic in nature.
  • Go in with a plan (or framework) based on their articulated direction/vision but be flexible - Be well versed on the Cabinet Agendas and Minutes and on the initiatives of other governance groups on campus.  Know the mission and vision of each area (in general anyway) and know what they see as their direction forward.  Your staff will be helpful here and some of this may be in documents but it often requires a conversation to begin to explore what is possible.  As the CIO, you are uniquely positioned to be able to converse with all members of the institution and work with them to set some priorities based on trends you are seeing externally and identify the big impact priorities that help multiple areas of the college.    
  • This is bigger than IT - For the CIO to work with multiple executives in a large distributed organization you have to draw on resources that are often outside your immediate reporting structure (Deans, IR, Grants, Distance Education, etc.).  Being able to work with these areas on strategic projects is critical for the institution and strong "dotted-line" reporting structures are critical.  This means you need to include and motivate resources from outside of IT and this highlights how interconnected things are when planning strategy. 
  • Be willing to restructure IT areas - If the institution is moving in new strategic directions then you may need additional staff or consulting assistance but in a budget constrained environment you need to show a willingness to restructure and realign the IT resources to best meet the strategic priorities ahead of you.  Sometimes you can get agreement that you will stop doing some functions to focus on others (that is an easy one) but often you are asked to keep doing everything you are doing and add on a bunch more (that is a more complicated situation).  Either way, having the executives generally knowledgeable about your structure, capabilities and current priorities will aid in that discussion.  The bottom line is that if the cabinet members see that IT is ready and willing to restructure to move ahead on strategic priorities then they will be more inclined to do so as well.
I wish you the best with these discussions. 

Curtis


What are the top strategic goals for Pima over the next 5-10 years? (Examples, grow enrollment, grow online, curriculum changes, marketing, etc. - be prepped for how IT can aide in any/all.) What do you want prospective students to think when they hear 'Pima County Community College'? Innovative? Solid? Mobile? Online? Credit transfer/equivalency? Small class sizes - quality, smart, etc. Sent from my iPhone
Mac

I don't have advice about specific questions for the Pres, but I would ask this question of myself.

"What is my relationship with the President, and given that, what overall approach is best suited for the upcoming opportunity to meet."

 I say this because for me, it has never been about specific questions, but rather about the overall outcome of the interaction. 

In the end:

Will this interaction advance our relationship?

Will I learn more about his/her priorities or approach?

Will I learn more about his/her comfort level with talking about technology-based services?

Will our interaction build trust and familiarity?

Are there areas I could act on immediately that would serve the institution well?

Hope this helps.

Good luck and all the best!


****************
****************
Ron Kraemer
Vice President and Chief Information and Digital Officer
University of Notre Dame



Mac,

You have received a lot of great advice.  One question that comes comes to mind for me is: "What does success look like for you in one to three years?"  My guess is you will not receive the same answers from the campus presidents and most of the answers will not involve IT at all.  

Kirk

-------------------------------------------------------------
Kirk Kelly
Associate Vice President and CIO

Office of Information Technology
Portland State University
2121 SW 4th Ave 
Portland, OR 97201

kkelly@pdx.edu
503-725-6246


Kirk et al,

 

Thank you for your support, suggestions, and great questions.

 

 

- Mac -

 

Keith W. McIntosh, MBA
Vice Chancellor for Information Technology

and Chief Information Officer (CIO)

-------------------------------------------------------
Information Technology
Pima County Community College District
kwmcintosh@pima.edu

 

From: The EDUCAUSE CIO Constituent Group Listserv [mailto:CIO@LISTSERV.EDUCAUSE.EDU] On Behalf Of Kirk Kelly
Sent: Tuesday, December 17, 2013 3:18 PM
To: CIO@LISTSERV.EDUCAUSE.EDU
Subject: Re: [CIO] Strategy questions for Campus leadership as it pertains to IT

 

Mac,

 

You have received a lot of great advice.  One question that comes comes to mind for me is: "What does success look like for you in one to three years?"  My guess is you will not receive the same answers from the campus presidents and most of the answers will not involve IT at all.  

 

Kirk


-------------------------------------------------------------

Kirk Kelly
Associate Vice President and CIO

Office of Information Technology
Portland State University
2121 SW 4th Ave 
Portland, OR 97201

kkelly@pdx.edu
503-725-6246

 

I love Keith’s answer… I’ll build on it--

 

Who are we and where are we going?

 

Define who you are by what you don’t do.

 

If our budget is cut by 25%, what would we stop doing?

If our budget is cut by 50%, what would we stop doing?

No matter how much our budget is cut, what would we never stop doing?

 

This is one tactic I’ve found to help folks focus. Then you can discuss strategies in how technology can make things better.

 

Derek

 

 

 
Derek Bierman  Vice President of Technology Services
402-844-7060 | derek@northeast.edu | fax 402-844-7400


NORTHEAST.EDU
801  E. BENJAMIN AVE. |  PO BOX 469  |  NORFOLK, NE 68702
402-371-2020    800-348-9033    FAX 402-844-7400

This email and any files transmitted with it are confidential and solely for the use of the intended recipient(s).  If you have received this email in error, please notify the sender immediately by email and delete this email from your system.  Please note that any views or opinions presented in this email are solely those of the author and do not necessarily represent those of the College.  The recipient should check this email and any attachments for the presence of viruses.  The College accepts no liability for any damage caused by any virus transmitted by this email.

From: The EDUCAUSE CIO Constituent Group Listserv [mailto:CIO@LISTSERV.EDUCAUSE.EDU] On Behalf Of Steven Burrell
Sent: Tuesday, December 17, 2013 7:36 AM
To: CIO@LISTSERV.EDUCAUSE.EDU
Subject: Re: [CIO] Strategy questions for Campus leadership as it pertains to IT

 

Keith,

 

You're getting sound advice.  One different kind question I ask my President and other executives on a regular basis is, "Is there anything you think we should stop doing?"  In the age of do everything with less, this can occasionally open up the door to new and important topics of strategic and operational discussion. 

 

Best wishes,

 

Steve


 

 

Steven C Burrell

Vice President for Information Technology and Chief Information Officer

Georgia Southern University

1770 Southern Drive * Statesboro, GA * 30458

Office: (912) 478-1294

Google Voice: (912) 225-9747

 

Keith

 

Are you meeting individually or in a group?

Group dynamics will influence responses to any questions or inquiries. If you are meeting in a group I suggest you make bold statements and ask for responses to those statements. You can couch the bold statements by using published statements eg Gartner, Forrester, etc  or ‘famous’ quotes eg “"If the rate of change inside an institution is less than the rate of change outside, the end is in sight."  Jack Welch (while CEO of General Electric). This takes the focus off you as making the bold statements. Responses to statements will elicit very different responses than those to questions.

 

If you are meeting individually, and I am not kidding, provide them a blank piece of paper and colored markers and ask them to draw their vision of technology on their campus. If they are resistant to drawing ask instead for them to list the words that immediately come to mind (like of a word cloud or mind map) when you mention technology.

 

Just a thought…

 

Steve diFilipo

 

From: Derek Bierman [mailto:derek@NORTHEAST.EDU]
Sent: Wednesday, December 18, 2013 12:37 AM
Subject: Re: Strategy questions for Campus leadership as it pertains to IT

 

I love Keith’s answer… I’ll build on it--

 

Who are we and where are we going?

 

Define who you are by what you don’t do.

 

If our budget is cut by 25%, what would we stop doing?

If our budget is cut by 50%, what would we stop doing?

No matter how much our budget is cut, what would we never stop doing?

 

This is one tactic I’ve found to help folks focus. Then you can discuss strategies in how technology can make things better.

 

Derek

 

 

 

Derek Bierman  Vice President of Technology Services
402-844-7060 | derek@northeast.edu | fax 402-844-7400

 


NORTHEAST.EDU
801  E. BENJAMIN AVE. |  PO BOX 469  |  NORFOLK, NE 68702
402-371-2020    800-348-9033    FAX 402-844-7400

 

This email and any files transmitted with it are confidential and solely for the use of the intended recipient(s).  If you have received this email in error, please notify the sender immediately by email and delete this email from your system.  Please note that any views or opinions presented in this email are solely those of the author and do not necessarily represent those of the College.  The recipient should check this email and any attachments for the presence of viruses.  The College accepts no liability for any damage caused by any virus transmitted by this email.

 

From: The EDUCAUSE CIO Constituent Group Listserv [mailto:CIO@LISTSERV.EDUCAUSE.EDU] On Behalf Of Steven Burrell
Sent: Tuesday, December 17, 2013 7:36 AM
To: CIO@LISTSERV.EDUCAUSE.EDU
Subject: Re: [CIO] Strategy questions for Campus leadership as it pertains to IT

 

Keith,

 

You're getting sound advice.  One different kind question I ask my President and other executives on a regular basis is, "Is there anything you think we should stop doing?"  In the age of do everything with less, this can occasionally open up the door to new and important topics of strategic and operational discussion. 

 

Best wishes,

 

Steve


 

 

Steven C Burrell

Vice President for Information Technology and Chief Information Officer

Georgia Southern University

1770 Southern Drive * Statesboro, GA * 30458

Office: (912) 478-1294

Google Voice: (912) 225-9747

 

Steve,

 

Great…I’m meeting them as a group.  I’ll be meeting with the Administrative Leadership (CFO, Provost, HR, Facilities, Public Information) as a group in January.  The choice for meeting with a group was to follow how we’ve done other groups and it’s a little easier to get them together.

 

 

- Mac -

 

Keith W. McIntosh, MBA
Vice Chancellor for Information Technology

and Chief Information Officer (CIO)

-------------------------------------------------------
Information Technology
Pima County Community College District
kwmcintosh@pima.edu

 

From: The EDUCAUSE CIO Constituent Group Listserv [mailto:CIO@LISTSERV.EDUCAUSE.EDU] On Behalf Of Steve diFilipo
Sent: Thursday, December 19, 2013 6:29 AM
To: CIO@LISTSERV.EDUCAUSE.EDU
Subject: Re: [CIO] Strategy questions for Campus leadership as it pertains to IT

 

Keith

 

Are you meeting individually or in a group?

Group dynamics will influence responses to any questions or inquiries. If you are meeting in a group I suggest you make bold statements and ask for responses to those statements. You can couch the bold statements by using published statements eg Gartner, Forrester, etc  or ‘famous’ quotes eg “"If the rate of change inside an institution is less than the rate of change outside, the end is in sight."  Jack Welch (while CEO of General Electric). This takes the focus off you as making the bold statements. Responses to statements will elicit very different responses than those to questions.

 

If you are meeting individually, and I am not kidding, provide them a blank piece of paper and colored markers and ask them to draw their vision of technology on their campus. If they are resistant to drawing ask instead for them to list the words that immediately come to mind (like of a word cloud or mind map) when you mention technology.

 

Just a thought…

 

Steve diFilipo

 

From: Derek Bierman [mailto:derek@NORTHEAST.EDU]
Sent: Wednesday, December 18, 2013 12:37 AM
Subject: Re: Strategy questions for Campus leadership as it pertains to IT

 

I love Keith’s answer… I’ll build on it--

 

Who are we and where are we going?

 

Define who you are by what you don’t do.

 

If our budget is cut by 25%, what would we stop doing?

If our budget is cut by 50%, what would we stop doing?

No matter how much our budget is cut, what would we never stop doing?

 

This is one tactic I’ve found to help folks focus. Then you can discuss strategies in how technology can make things better.

 

Derek

 

 

 

Derek Bierman  Vice President of Technology Services
402-844-7060 | derek@northeast.edu | fax 402-844-7400

 


NORTHEAST.EDU
801  E. BENJAMIN AVE. |  PO BOX 469  |  NORFOLK, NE 68702
402-371-2020    800-348-9033    FAX 402-844-7400

 

This email and any files transmitted with it are confidential and solely for the use of the intended recipient(s).  If you have received this email in error, please notify the sender immediately by email and delete this email from your system.  Please note that any views or opinions presented in this email are solely those of the author and do not necessarily represent those of the College.  The recipient should check this email and any attachments for the presence of viruses.  The College accepts no liability for any damage caused by any virus transmitted by this email.

 

From: The EDUCAUSE CIO Constituent Group Listserv [mailto:CIO@LISTSERV.EDUCAUSE.EDU] On Behalf Of Steven Burrell
Sent: Tuesday, December 17, 2013 7:36 AM
To: CIO@LISTSERV.EDUCAUSE.EDU
Subject: Re: [CIO] Strategy questions for Campus leadership as it pertains to IT

 

Keith,

 

You're getting sound advice.  One different kind question I ask my President and other executives on a regular basis is, "Is there anything you think we should stop doing?"  In the age of do everything with less, this can occasionally open up the door to new and important topics of strategic and operational discussion. 

 

Best wishes,

 

Steve


 

 

Steven C Burrell

Vice President for Information Technology and Chief Information Officer

Georgia Southern University

1770 Southern Drive * Statesboro, GA * 30458

Office: (912) 478-1294

Google Voice: (912) 225-9747

 

Close
Close


Annual Conference
September 29–October 2
Register Now!

Events for all Levels and Interests

Whether you're looking for a conference to attend face-to-face to connect with peers, or for an online event for team professional development, see what's upcoming.

Close

Digital Badges
Member recognition effort
Earn yours >

Career Center


Leadership and Management Programs

EDUCAUSE Institute
Project Management

 

 

Jump Start Your Career Growth

Explore EDUCAUSE professional development opportunities that match your career aspirations and desired level of time investment through our interactive online guide.

 

Close
EDUCAUSE organizes its efforts around three IT Focus Areas

 

 

Join These Programs If Your Focus Is

Close

Get on the Higher Ed IT Map

Employees of EDUCAUSE member institutions and organizations are invited to create individual profiles.
 

 

Close

2014 Strategic Priorities

  • Building the Profession
  • IT as a Game Changer
  • Foundations


Learn More >

Uncommon Thinking for the Common Good™

EDUCAUSE is the foremost community of higher education IT leaders and professionals.