Higher Education Hype Cycle 2009 - immagic.com · Higher Education Hype Cycle, 2009 Page 1 Presenter Name Session, conf, date This presentation, including any supporting materials,

Higher Education Hype Cycle 2009

Conference Name

Month XX, 2009 Venue City, ST

Dr. Jan-Martin Lowendahl

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Higher Education Hype Cycle, 2009

Page 1Presenter NameSession, conf, date


Organizational Efficiency and Personal Productivity: A Higher Education Oxymoron?

Processes

IS

IT Infrastructure

Organizational Efficiency

Graphics reproduced with permission from Graphics reproduced with permission from LinkLinkööpingping UniversityUniversity

Personal ProductivityPersonal Productivity

Versus

Higher education institutions are well known for their spirit of academic freedom (i.e., the right to freely choose topics for research and education). These institutions aggregate to a high extent individuals that are mostly interested in pursuing personal intellectual fulfillment and shun the business world, with corporate alignment toward common profit goals. In short, they care much more about personal productivity than organizational efficiency. In fact, the only reason many researchers put up with an institution at all is the fact that it gives them an infrastructural base and brand that help them get the resources they need to achieve their academic goals. For example, chemists need laboratories with a lot of expensive equipment, which they can get through grants applied in collaboration with the institution and then are often supported by the institution. Other benefits like economy of scale through shared services and proximity to a community of peers do play an important role. All this is in exchange for some degree of alignment with institutional administration and also, in the Humboldt-type universities, availability for teaching. In the case of education itself, the dependency is more straightforward. The institution provides the "apparatus" for recruiting students, planning the schedules, delivering the lectures, collecting the tuition, etc., while the teacher provides the time and knowledge. The degree of "alignment" with the institution's more mundane processes is often very light, leading to a high degree of "administrative freedom," resulting in less that optimal and costly support processes. However, with the industrialization of higher education and research comes new demands on efficiency. The explosion of the number of students attending universities and the number of researchers in the world since the 1950s has increased the demands from all stakeholders (from students to governments) to get clear measurable ROI or at least transparent cost reporting in order to optimize the use of their money. A critical issue will be how the needs of the organization are balanced vs. those of the individual. Too much organizational efficiency can impact personal productivity negatively, driving people to "open infrastructures" or other higher education "business models." Ultimately, an academic needs only his or her mind, and as this presentation has demonstrated, the barriers for mobility of the mind are diminishing.Action Item: Have standards where possible in order to have freedom where necessary.




Megaforces: Are you in the driver’s seat?

• Death of Distancein many forms...- Spatial: Remote worker- Time: 24x7 access to e.g.

scientific journals- Social: Use of Social Software- Cultural: Segregation through

world communities?- Control of the means of

distribution• Organizational Centricity

vs People Centricity- How Consumerization and free

services changes the balance of power

- Control of the means of production

There is currently a major shift in the the balance of power between people and the ”organizationalstructures” of society that is in favor of the individual. The fundamental technology enablers that put mostof this in motion is the internet combined with consumerization of products and services. Substantiallylowering the cost of delivery as well as time for producing many products and services have releasedespecially knowledge workers from their dependency of an organization to provide them with their meansof producation and distribution. What used to be key production tools for many knowledge workers cannow be downloaded for free from the internet. There are even many tools out on the net that havecolllaboration potentials that are many times higher than any tool implemented inside only one organizationcan have. This situation questions the real role of the organization and more specifically the role of the CIO.




Key Issues

1. What are the current technology trends in higher education

2. What is the impact on CIOs role3. What impact has the recession had on CIOs

priorities

Many education CIOs will feel the pinch of the recession hit their institutions' budgets going forward. This is especially true in government-funded institutions where there is a delay in the impact that follows from decreasing tax revenue and public-sector budget cycles. This emphasizes the focus on cost-effectiveness that we highlighted in 2008's Hype Cycle, and many CIOs are looking for economies of scale through shared services, open-source software (OSS) or even outsourcing to the "cloud." In particular, shared infrastructural services and administrative solutions are under scrutiny as possible ways out of the pinch. At the same time, the impact of Web 2.0 tools continues to grow on education and research, increasingly out of the control of the CIO. The CIO must contribute to the strategic balance between IT-enhanced organizational efficiency that is focused on cost containment with innovative, IT-enabled personal productivity.The career-defining question for the CIO remains: Will the CIO stay as the "professional supplier,“ or will the CIO develop into the trusted "business partner"? The education Hype Cycle is a tool that will help with timing decisions, as well as internal dialogue and communication that help the CIO stay relevant.

Placeholder for text of Conclusions, SPAs and others (substitute your own text)




Technology Trigger

Peak ofInflated

ExpectationsTrough of

Disillusionment Slope of Enlightenment Plateau of Productivity

time

expectations

Years to mainstream adoption:less than 2 years 2 to 5 years 5 to 10 years more than 10 years

obsoletebefore plateau

As of July 2009

BPO — EducationQuantum Computing

SIS International DataInteroperability Standards

Mobile-Learning Smartphone

Social Learning Platform

Open-Source HigherEducation SIS

Digital Preservation ofResearch Data

E-TextbookCloud HPC/CaaS in

Higher Education

CobiT — Education

Mobile-Learning Low-Range/Midrange Handsets

Open-Source Higher EducationFinancials

Unified Communications and CollaborationLecture Capture and Retrieval Tools

Web-Based OfficeProductivity Suites

Virtual Environments/Virtual Worlds — Higher Education

Emergency Notification/Mass Notification Software

Mashups — Higher Education

ITIL — Education

E-LearningRepositories

802.11nOrganizational-Centric

IAM — Education

Open-Source HigherEducation Portals E-Portfolios

Social Networking in Education Tablet PC

Digital RightsManagement —

Higher Education

Wikis

CRM for Enrollment ManagementFederated Identity ManagementOpen-Source E-Learning Applications

Grid Computing —Higher Education

Web and ApplicationHosting

Web Services forAdministrative Applications

User-Centric Identity Frameworks

Global Library Digitization Projects

Hosted Virtual Desktops

Hosted PC Virtualization Software

SaaS AdministrationApplications for Education Cloud E-Mail for Higher Education

Podcasting Learning Content

IT Infrastructure Utility

Education Hype Cycle 2009

In the 2009 Hype Cycle, we broaden our scope to include both K-12 and higher education. We dothis because we see an increase in the crossover of technologies, services and methodologiesbetween the two. We see more vendors of services such as e-learning and ERP solutions thatoften originated in the higher education space adapt and expand their offerings into the K-12space. We also see an increasing need for higher education institutions to understand what skillsand expectations the prospective students bring with them to their institutions.




Defining Services to Offer and the CIO Role —From the ERP Era to the Consumerization Era

What is — really — the ROI of ERP in HE?

Supporting the Main Missions of the University!

Research Educate

TotalRecall

AugmentedCollaboration

InstantVisualization

Areas ofopportunitiesin the near (?)

future!

!

Supporting the Main Missions of the University?

The focus today …

Support Processes(Admin.)

Educate

Automation/Virtualization of Cow Paths ?

What have IT organizations done to support the main missions of the institution: research and educate? During our analysis of recent survey data and through our numerous contacts with higher education CIOs, it has become clear that two types of CIOs dominate the position of CIO at higher education institutions today. One, "the professional supplier," has grown out of the demands of the "era of ERP," when skills in project management and infrastructure organization were paramount. The focus of this type of CIO is on "doing things right" and applying best practices such as Prince2 and the IT Infrastructure Library (ITIL). The services delivered have a focus on organizational efficiency, mostly in the form of improving support processes by a higher degree of automation, often by pure virtualization of existing workflows (paving the cow paths). The core process of education has been supported to a limited extent by services like course management systems that, again, are more administratively focused than, for example, e-learning platforms.The other type, "the business partner," is emerging out of the demands of the "era of consumerization," in which the ubiquity of IT tools and IT services amounts to a strong need for institutional alignment and governance of IT. The focus of this type of CIO is on "doing the right thing" by applying governance frameworks and using communication skills to promote high yield from the often limited institutional IT resources. The services delivered should have a high focus on the core processes supporting such things as "total recall," "instant visualization" and "augmented collaboration." Both types of CIOs and services are important in today's market-minded society, but there has to be a balance. Right now, IT departments and CIOs are too little involved in the personal productivity side of the balance, putting their potential impact on the institution at risk (i.e., risking outsourcing).Action Item: CIOs should balance organizational efficiency with personal productivity by improving their understanding of the institutions' core processes and designing a governance framework with sufficient input from all the main stakeholders: students, faculty and staff.




Education Hype Cycle 2009: A Selective Technology Strategy Map

Improves Student/Faculty Experience

Impr

oves

Inst

itutio

nal R

OI

Personal Productivity

Org

aniz

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ffici

ency

Balancing Organizational Efficiency and Personal Productivity

Cold Case?

CorporateGreen Light Hot Spot!

Peoples Choice

We will now use the Gartner Technology Strategy Map developed by Gartner's IAS Retail research organization (see "Let Customers Help Design Your Technology-Enabled Store of the Future"). In our version of this map we emphasize the inherent need in higher education to balance organizational efficiency and personal productivity. Organizational efficiency focuses on cost effective standardized processes to drive down the overhead (administrative) cost of an institution and maximize any return on investment from a collective point of view. Personal productivity focuses on individual researcher, teacher and student productivity to maximize the individual experience and satisfaction at the institution. In its simplest form it will give us a ranking of the technologies of the hype cycle were technologies in the blue quadrant has the lowest impact on OE and PP whereas technologies in the red quadrant a high impact on both.




Technology TriggerPeak ofInflated


Disillusionment Slope of Enlightenment Plateau of Productivity

time

expectations

Years to mainstream adoption:

less than 2 years 2 to 5 years 5 to 10 years more than 10 yearsobsoletebefore plateau

As of July 2009

BPO — EducationQuantum Computing

SIS International DataInteroperability Standards

Mobile-Learning Smartphone

Social Learning Platform

Open-Source HigherEducation SIS

Digital Preservation ofResearch Data

E-TextbookCloud HPC/CaaS in

Higher Education

CobiT — Education

Mobile-Learning Low-Range/Midrange Handsets

Open-Source Higher EducationFinancials

Unified Communications and CollaborationLecture Capture and Retrieval Tools

Web-Based OfficeProductivity Suites

Virtual Environments/Virtual Worlds — Higher Education

Emergency Notification/Mass Notification Software

Mashups — Higher Education

ITIL — Education

E-LearningRepositories

802.11nOrganizational-Centric

IAM — Education

Open-Source HigherEducation Portals E-Portfolios

Social Networking in Education Tablet PC

Digital RightsManagement —

Higher Education

Wikis

CRM for Enrollment ManagementFederated Identity ManagementOpen-Source E-Learning Applications

Grid Computing —Higher Education

Web and ApplicationHosting

Web Services forAdministrative Applications

User-Centric Identity Frameworks

Global Library Digitization Projects

Hosted Virtual Desktops

Hosted PC Virtualization Software

SaaS AdministrationApplications for Education Cloud E-Mail for Higher Education

Podcasting Learning Content

IT Infrastructure Utility

Education Hype Cycle 2009: Using OEvsPP to Profile Potential Technologies

The developments in 2009's Hype Cycle reinforce the two major trends we highlighted in 2008. Education technology leaders are facing increasingly new options for delivering established services, while they are being challenged by completely new technology-based demands and behaviors from their core end users. Students are leading the change in many ways through the adoption of Internet-related phenomena, such as social software, user-generated media and the continued use of consumer IT devices. Professors, too, are beginning to discover the benefits of this technology in teaching and learning.The change among professors is marked by a decreased dependence on institutionally delivered technology and services, and an increased use of user-centric technology. This shift of power from the institution to the individual is similar to what has occurred in the media industry, where expensive production tools and highly controlled distribution channels have been challenged by aubiquity of inexpensive personal production tools and channels able to generate a high volume of accessible, user-generated content. The major change since 2008 is the increased emphasis on mobility and a proliferation of devices used for education and research. In addition, the growing trend of "industrializing" IT through new forms of sourcing options, such as "cloud" e-mail and business process outsourcing (BPO), continues to diminish the importance and relevance of the traditional institutional IT department.




“Cloud”Office

13“Free”CloudMail

Education Hype Cycle 2009: A Selective Technology Strategy Map

Technology Trigger1. BPO – Education2. OSS SIS3. User-Centric Identity frameworks

(UCIAM)4. CobiT5. Social Learning Platform6. Mobile Learning SmartphonePeak of Inflated Expectations7. OSS Financials8. Lecture Capture and Retrieval Tools9. Web-based Office Productivity Suites

”Cloud Office”10. Virtual WorldsTrough of disillusionment11. ITIL12. Organizational Centric IAM13. Cloud E-mail14. E-portfoliosSlope of Enlightenment15. Social Networking in Education16. Wikis17. Federated Identity Management

(FIAM)18. Web & Application HostingPlateau of Productivity19. Web Services for Administrative

Computing

19

10 VirtualWorlds

6MobileLearningSmartph.

4

18

9

BPO8 Lecture Capt.

& Retrieval

CobiT

Web & AppHosting

17 FIAM

7OSSFin


Impr

oves

Inst

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Org

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ffici

ency

16 Wiki

2OSSSIS

15 SocialNetw.

5Social learningplatform

WSAdm C.

1

12 O.C.IAM

11 ITIL

3 UCIAM

14 E-portfolios

Improves… – Remember ”everything is relative”

A more detailed use of the technology strategy map involves plotting each technology along the axis of PP vs OE. In this case we have also added information about what stage they are in the hype cycle.




Higher Education CIO business prioritiesGartner's annual CIO survey contains results from 75 higher education CIOs, out of a total of 1,526 total CIO responses.

10**Expanding into new markets or geographies

9**Managing your environmental impact (Green IT, Carbon Footprint)

*7⇓10Expanding current customer relationships

48⇓9Creating new sources of competitive advantage

86⇓8Managing enterprise change initiatives

35⇓7Creating new products or services (innovation)

24⇓6Targeting customers and markets more effectively

12⇓5Attracting and retaining new customers79⇑4Improving enterprise workforce effectiveness*10⇑3Reducing enterprise costs63⇑2Increasing the use of information/analytics51⇔1Improving business processes

20122008C2009Ranking

* = not ranked in Top 10

In the 2009 CIO-survey, we asked respondents to select the top-five business (institutional) priorities for their enterprises/business units in 2009 and the expected top-five business priorities for three years into the future. The result shows that the focus on "improving business processes" (rank 1) and "increasing the use of information/analytics" (rank 2) remains in the top three from 2008, but with a new focus: "reducing enterprise costs" (rank 3 this year, up from rank 10). What was a decidedly agility and preparation-for-growth strategy before the financial crisis has now turned into cost-containment or even cost-cutting tactics. Even the fourth-ranked "improving enterprise workforce effectiveness," up from rank 9 last year, supports this. Looking three years into the future, higher education CIOs rank "attracting and retaining new ustomers," "targeting customers and markets more effectively" and "creating new products or services (innovation)" 1 through 3. This indicates that a return to a growth strategy is anticipated. However, it also shows a belief that the future education market will be much more competitive. Again, the fourth-ranked for 2012, "creating new sources of competitive advantage," supports this.




Higher Education CIO strategies

***Consolidating IT operations (e.g. shared services*9*Managing IT risks

10**Increasing the use of outsourcing for resources and/or services

8**Applying business performance metrics to IT9**Building business skills in the IT organization

210*Expanding use of information/intelligence in operations

*5*Improving the business and IT relationship62*Linking business and IT strategies and plans**⇑10Reducing concerns about security**⇑9Greater data protection and privacy*7⇓8Implementing IT process improvements43⇓7Attracting, developing and retaining IT personnel3*⇑6Leading enterprise change initiatives*1⇓5Improving the quality of IS services*4⇔4Improving IT governance

56⇑3Developing or managing a flexible technology infrastructure

7*⇑2Reducing the cost of IT18⇑1Delivering projects that enable business growth

20122008C2009Ranking

In our survey, we asked respondents to select the top-five IT priorities that they expect to focus on in 2009 and the expected top-five IT priorities for 2012. The survey results indicate that there is a slight lag in CIO priorities alignment with the business priorities. What were more internally focused in 2008 — "improving the quality of IT services" (No. 1); "linking business and IT strategies and plans" (No. 2); "attracting, developing and retaining IT personnel" (No. 3) — have been replaced with the more institutionally aligned "delivering projects that enable business growth" (No. 1) and "developing or managing a flexible technology infrastructure" (No. 3) in 2009 — something that relates more to 2008's than this year's business priorities. However, this is to be expected, because especially big projects often have a long planning phase in higher education. Only the No. 2-ranked issue "reducing the cost of IT," which last year was not even among the top 10, shows that there is a newfound agility orthat the financial crisis was already having a great psychological impact in November 2008. The latter is more probable, because"improving IT governance" retains the No. 4 rank from 2008 and continues to be what seems like a perpetual issue for many CIOs. In most years, IT governance in higher education makes the top 10. Interestingly enough, IT governance is not in the top 10 for 2012, where the prime focus has remained "delivering projects that enable business growth." Again, we see a slight lag in alignment when "expanding use of information/intelligence in operations" (No. 2) aligns with the No. 2 business priority of 2009, "increasing the use of information/analytics." This is, again, understandable because BI in IT operations probably should not beas highly prioritized as BI in the business. However, in turbulent times, it can be very helpful in prioritizing cost-reduction activities.A truly insightful priority for 2012 is the No. 3 ranking of "leading enterprise change initiatives,“ which will rise from No. 6 in 2009 after not being ranked at all in 2008. Clearly, CIOs are experiencing more people and process hurdles than technological hurdles and want to prioritize their role/impact in change management.




Higher Education CIO Technologies

10⇓*Service Oriented applications and architecture (SOA, SOBA)

8⇓10Document Management

9⇔9Legacy application modernization, upgrade or replacement

*⇑8Social computing (Web 2.0, AJAX technologies)

7⇔7Collaboration technologies

4⇓6Technical infrastructure management and development

5⇔5Security technologies (access control, authentication, etc.)

1⇓4Networking, voice, data communications (includes VOIP)

2⇓3Enterprise Applications (ERP, Supply Chain, CRM, etc.)

6⇑2Business Intelligence (BI) applications (analysis and mining)

3⇑1Servers and storage technologies (including virtualization)

2008C2009Ranking

In our survey, we asked our respondents to indicate their top-five technology priorities for 2009. The survey results show no dramatic changes, with only one new priority in eighth place, "social computing (Web 2.0, Ajax technologies)." The most-prominent change is "business Intelligence (BI) applications (analysis and mining)," which moved from No. 6 in 2008 to No. 2 in 2009 — a clear sign of alignment with the business prioritiesThe other two top three entries — "servers and storage technologies (including virtualization)“ (No. 1) and "enterprise applications (ERP, CRM, and so on)" (No. 3) — were both in the top three in 2008 and are both in line with the business priorities of 2009, even if it probably is with a slightly different focus in 2009.In our contact with clients, we see an increased focus on cost efficiencies through server consolidation and administrative applications supporting business process re-engineering. That "networking, voice, data communications (includes VoIP)" comes down from No. 1 in 2008 to No. 4 for 2009 is probably an indicator that investments in upgrades to wireless 802.11n and from PBX to VoIP have been postponed. The continued intermediate focus on "security technologies (access control, authentication and so on)," ranked No. 5, illustrates well the exposed nature of the higher education institutions and their need to address personalization of services for a highvolume, high-turnover end-user community. A continued high volume of inquiries indicates that many of the 49% of our security survey respondents that said that they were involved in an identity and access management project will continue to invest in that during 2009.




4 Netw.

The 2009 HE CIO-Agenda:Technology Strategy Map

1. Servers and storage technologies (including virtualization)

2. Business Intelligence (BI) applications (analysis and mining)

3. Enterprise Applications (ERP, Supply Chain, CRM, etc.)

4. Networking, voice, data communications (includes VOIP)

5. Security technologies (access control, authentication, etc.)

6. Technical infrastructure management and development

7. Collaboration technologies8. Social computing (Web 2.0,

AJAX technologies)9. Legacy application

modernization, upgrade or replacement

10. Document Management

9

6

ERP

LegacyModern.

InfraDev.

2 BI


Impr

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Org

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10Doc.Man.

8 SocialComp.

3

5 Sec/IAM1 Servers

Storage7 Collab.

Improves… – Remember ”everything is relative”

CRM3’

A similar plot of the 10 top technology strategies from the CIO agenda survey 2009 in the technology strategy map reveals that CIOs currently are very focused on improving institutional ROI (OE). Only 2 outof the top 10 technologies are found on the right side of the map.




Organizational Efficiency and Personal Productivity – Striking a Balance and managing CIO relevance

Processes

IS

IT InfrastructureGraphics reproduced with permission from Linköping University

Organizational Efficiency


Clearly the current strategies for supporting the institutions today is loopsided towards organizational efficiency. Although this is probably an efffect of tradition and recession it is time for CIOs to step out of their comfort zone and deliver a better balance of OE and PP. If they can do it the reward is increased relevance for the CIO role as well as increasing attractiveness of the institution.




The Next Step - Technology Adoption in Higher Education - Know Your “Businesses”

Not in UseWatch

PlanPilot

AdoptUse

ExperimentPlay

Focused UseEnable

Broad UseLeverage

ConceptualizeBuild

ContributeCommercialize

SellExit Research Use

Research

Educate

Administrate/Support

ChaoticSandpit

HealthyHothouse

DisciplinedEngine Room

Adoption

Transition Maturity

Life Cycle

Technology Trigger

Peak ofInflated


Disillusionment Slope of Enlightenment Plateau of Productivitymaturity

visibility

Technology Adoption in Higher Education: the next step. An approach for adopting new technologies for administration, teaching/learning and research is overlaid on Gartner's Hype Cycle. With respect to Research: Having a business imperative to participate in the innovation and development of new technologies, the Research function should behave aggressively with some experimental technologies. Specifically, the Research function may be involved in conceiving and building new technologies and, therefore, be a source of Technology Triggers. As technologies reach the Peak of Inflated Expectations, Research will be engagedin contributing to the development of these technologies. However, as technologies exit the Trough of Disillusionment, Research will be expected to sell or exit the research of these technologies. As technologies reach the Slope of Enlightenment and the Plateau of Productivity, Research will be expected to be simply users of these technologies and, in some cases, will need to be a conservative adopter. With respect to Teaching/Learning: Having a moderate tolerance for risk and a business imperative to introduce new technologies to students, instructors should behave aggressively in respect to adopting new technologies. Faculty should engage in experimentation and "learn by playing" activities as technologies reach the Peak of Inflated Expectations. As technologies exit the Trough of Disillusionment, instruction should adopt where appropriate. As technologies approach the Plateau of Productivity, instructors will be expected to leverage and broadly adopt these technologies. With respect to Administration: Having a low tolerance for risk, Administration should behave conservatively in adopting new technologies. Specifically, as technologies are passing through the Trough of Disillusionment, Administration should wait to use these technologies, while watching for the future. As technologies reach the Slope of Enlightenment, Administration should plan for the adoption of these technologies, and consider piloting. Administration will adopt appropriate new technologies that have reached the Plateau of Productivity. Similarities in technology adoption and use across the functional areas of higher education have emerged; these similarities have been grouped into three themes and named the Chaotic Sandpit, the Healthy Hothouse and the Engine Room. These themes serve to characterize the behavior of the faculty or business unit in respect to managing technology adoption and to specify the service requirements appropriate to each scenario.Institutions must plan for adopting technologies at different stages in their maturity, and for managing their life cycle in different ways.




Governance Strategy

Governance• Goals• Domains• Decision Rights• Principles and Policies

Manage/build IT Governance process

How to make the CIO more relevant?— Practical tasks and responsibilities

Governance OperationsDo the right

thing!

Demand Governance Supply Governance

Do thingsright!

CIO ownstogether with ”CEO”

CIO ownstogether with ”BUL”

CIO responsible for yield But CTO and/or

ESP deliver

CEO = e.g. President, VCBUL= e.g. DeanESP = External Service Provider

How do you make the CIO position more relevant?• IT governance strategy — To implement effective IT governance, several key elements must be agreed on and put in place. First, organization goals and strategies must be used to drive the definition of principles and policies to guide the usage of IT in the organization. Second, the domains of IT governance (that is, areas of activity and responsibility subject to IT governance) must be identified. Third, management must have clear and agreed-upon goals for IT governance. Fourth, the organization structure and style must be clearly identified and defined, including who has the responsibility and accountability to make the appropriate decisions consistent with the agreed-upon principles for each domain. • IT governance operations — IT governance can be seen as addressing two main sets of issues:- Demand governance — What should IT work on? Where should the organization's IT resources be invested to produce the greatest return, and how do we ensure that these returns are actually achieved?- Demand governance is primarily a business management responsibility, although one in which the CIO may play a major role, as a business executive. - Supply governance — How should IT do what it does? What are the constraints, policies, rules and standards that IT must comply with in delivering what the business needs? Supply governance is primarily a CIO responsibility.

Strategic Imperative: Separate IT governance into demand and supply to more effectively understand the issues, responsibilities and alternatives for improving performance.




Identifying technologies is not enough Decision: Which Services to be delivered by us?

Gen

eral

Local

Spec

ific

GlobalCopyright © International Union of Crystallography

Where Central IT Add Value?!

?

?

Shared Services

Localdelivery Outsourcing

Func

tiona

lity

NeedReference: A Proven Simple Visual Tool to Aid the Service Portfolio Dialogue Between Higher Education Stakeholders

The Simple Service Selection Tool: Which Services and How to Produce Them?When a need for a service has been identified, either as a direct request from a potential buyer or through insight into an opportunity by the IT organization, it has to be decided if the need should be met and how to meet that need. The simple service selection tool plots the service against two axes — from specific to general and from local to global — that can give guidance on whether central IT actually adds value and should produce the service or if the need is best met by other suppliers.The purpose of the simple service selection tool is to help the CIO to visualize some principles behind the service selection and sourcing strategy. Thus, the CIO can manage expectations of internal buyers and decision makers, IT staff, and end users of IT services, as well as create a better foundation for sustainable decisions. It is primarily a communication tool and not an in-depth framework for designing a service portfolio or devising an outsourcing strategy.




Technology Trigger

Peak ofInflated


Disillusionment Slope of Enlightenment Plateau of Productivitymaturity

visibility

Your Hype Cycle!Toolkit: My Hype Cycle, 2009

ID Number: G00170497

Jackie Fenn, Mark Raskino




Your U: Technology Strategy Map


Impr

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ModerateHigh

Strategic Importance

Balancing Organizational Efficiency and Personal Productivity




Recommendations: Next Steps•Next Monday

- Plot your existing technologies (services) on the technology strategy map• Make special notice of any imbalance! Or ”white spots”.

- Play with technology — your kids do!•Over the Next Year

- Use the Hype Cycle together with the ”technology adoption framework” for timing of technology adoption in the different ”business of higher education: Research, Education and Administration.

- Use the Technology Strategy map for balancing organizational efficiencyand personal productivity

- Use the ”Simple Service Selection Tool” to design your sourcing strategyand communicate IT-organization added value.

•Over the Next Three Years- Evaluate the role and place of enabling/disruptive technologies for your

institutional mission- Make sure to continuously evaluate the effectiveness of your services (e.g.,

by user satisfaction surveys)- Remember to assess the sourcing of your services regularly and remember

to discontinue obsolete services




Related Gartner ResearchHype Cycle for Education, 2009

Let Customers Help Design Your Technology-Enabled Store of the Future

The 2009 Higher Education CIO's Agenda: Building Opportunities in a Financially Challenging Environment

A Proven Simple Visual Tool to Aid the Service Portfolio Dialogue Between Higher Education Stakeholders

The Higher Education CIO: From the Era of ERP to the Era of Consumerization

Technology Adoption in Higher Education: Know Your BusinessesToolkit: My Hype Cycle, 2009

Mastering the Hype CycleJackie Fenn, Mark Raskino, 2008Harvard Business School PressISBN: 1422121100

Documents

Higher Education Hype Cycle 2009 - immagic.com · Higher Education Hype Cycle, 2009 Page 1 Presenter Name Session, conf, date This presentation, including any supporting materials,