Abstract
While long-range planning and budgeting are key components of technology oversight, it is becoming increasingly clear that traditional strategic planning methods are inadequate to address the dizzying pace of evolution in both technology and users' needs. Institutions that have reached a certain level of technological infusion need to adopt a more flexible approach to planning, budgeting, and staffing for technology. This paper identifies a set of "low energy, high impact" activities that can be substituted for traditional--and often cumbersome--strategic planning exercises.