Maximising the opportunities offered by emergingtechnologies within the changing Australian University                    ...
Agenda• Context• Disruption: Weathering the sea of perfect storms• BYOD – Tip of the individual empowerment iceberg?• MOOC...
Context“Education is the most powerful weapon which you can use tochange the world.” - Nelson MandelaUniversity CIOs can p...
Disruption: Weathering the sea of perfect storms  •     Good news is that University sector is not alone  •     … essentia...
Disruption: Weathering the sea of perfect storms                                      December 2012 http://info.publicinte...
BYOD – Tip of the individual empowerment iceberg?   •   BYOD is an extension of requirement for universal mobility   •   I...
MOOCS – Distraction or Destruction?•   MOOCs are about the democratisation of education and    knowledge.•   Accredited De...
MOOCS – Distraction or Destruction?“The next disruptor will likely mark a tipping point: an entirely freeonline curriculum...
MOOCS – Distraction or Destruction?  What about Australia?http://theconversation.edu.au/universities-seek-copyright-law-re...
MOOCS – Distraction or Destruction?Questions for Q&A:•In what way will MOOCs influence your ICT strategy in the next2 year...
Move spotlight from technical risk to systemic riskTechnical Risk:“All systems are running    perfectly, Captain!” Systemi...
Move spotlight from technical risk to systemic risk  • Historically, IT’s domain of risk management largely related to    ...
Unhappy symbiosis: IT agility and organisational    inertia?•   Technology aside, are Universities reshaping their strateg...
Concurrent multiple versions of reality  Schrödinger’s cat  and enterprise IT?Schrödinger’s Cat is alive and kicking in th...
Concurrent multiple versions of reality “I have opinions of my own - strong opinions - but I dont always agree with them.”...
Concurrent multiple versions of reality    Why enterprise IT is like Broccoli?    From end user’s perspective, it’s bland,...
The pivotal role of the CIO of the University of thefuture Key insights: 1. Actively manage stakeholder perceptions 2. Rec...
Insights1. Actively manage stakeholder perceptions• IT’s influence on the enterprise’s view of the use of technology   bei...
Insights2. Recognise the power of Brand, Marketing and Communications• Technologists (engineers, scientists, etc) do not a...
Insights3. Lift the lid on systemic risk• Play an active part in discussions on latent systemic risk   associated with ina...
Insights4. Transform IT staff at every level• Transforming internal IT capability to meet new demands• Moving internal IT ...
Insights5. Flip from service provider to service broker:• Hone vendor management and governance skills within IT• Deliver ...
Insights6. Educate – from within• Provide insightful, evidence based, relevant thought leadership• Dominate the role as tr...
Interactive Q&A•   What BYOD strategies are you adopting?•   What impact will BYOD have on pedagogy    outcomes?•   Will M...
ThankYou!ROB LIVINGSTONE- Fellow, University of Technology, Sydney- Principal, Rob Livingstone Advisory Pty LtdW:     www....
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Maximising the opportunities offered by emerging technologies within the changing Australian University environment

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The Australian University sector is heading down the path of seemingly inevitable and fundamental change in both its operating model and role within society. The forces at play are numerous and diverse, fueled in part by the capabilities of modern technologies. These include factors such as increasing global competition for tertiary students, the shift towards a self-funded corporate operating model whilst having to retain academic independence and rigor – all in an environment of the increasing commoditisation of knowledge and intellectual property through emerging vehicles such as MOOCs (Massive Online Open Courses).

In the midst of these structural changes, how well Australian Universities navigate through the current swathe of emerging and potentially disruptive technologies whilst mitigating the longer term systemic risks associated with their adoption is not necessarily a trivial exercise.

In this session, Rob Livingstone offered some practical insights into how CIOs of ‘the University of the future’ can play an active part in helping their institutions thrive in the new environment by maximising the upside potential of new and emerging technologies with known cost and risk, whilst simultaneously managing the multiple versions of reality that exist in the new IT environment.

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  • Maximising the opportunities offered by emerging technologies within the changing Australian University environment

    1. 1. Maximising the opportunities offered by emergingtechnologies within the changing Australian University environment CAUDIT Briefing Sydney, 6th Feb 2013 © All rights reserved. Rob Livingstone Advisory Pty Ltd. Unauthorized redistribution prohibited without prior approval. ‘Navigating through the Cloud’ and ‘Success is our story, let’s make it yours’ are Trademarks of Rob Livingstone Advisory Pty Ltd.
    2. 2. Agenda• Context• Disruption: Weathering the sea of perfect storms• BYOD – Tip of the individual empowerment iceberg?• MOOCS – Distraction or Destruction?• Move spotlight from technical risk to systemic risk• Unhappy symbiosis: IT agility and organisational inertia?• Concurrent multiple versions of reality• The pivotal role of the CIO of the University of the future – Insights• Interactive Q&A
    3. 3. Context“Education is the most powerful weapon which you can use tochange the world.” - Nelson MandelaUniversity CIOs can play a dual role:•Lead the transformation of the tertiary educationsector through appropriate technologies andinnovative processes•Educating key stakeholders about optimaladoption of emerging technologies with knownrisk.
    4. 4. Disruption: Weathering the sea of perfect storms • Good news is that University sector is not alone • … essentially, no industry is immune…. • Example of technology enabled change in legal industry“As more and more companies bypasslaw firms and go straight to LPOproviders, Australian firms are nowrealising the influence LPO providershave in the market and are turning tothem to co-pitch for new clients.” http://www.lawyersweekly.com.au/news/power-shifts-to-lpo-providers
    5. 5. Disruption: Weathering the sea of perfect storms December 2012 http://info.publicintelligence.net/GlobalTrends2030.pdf
    6. 6. BYOD – Tip of the individual empowerment iceberg? • BYOD is an extension of requirement for universal mobility • It’s inevitable – Usage of mobile devices outstripping laptops and PCs • Consider your policy approach – Useful reference: NIST Guideline • Implementation of effective BYOD capability is a cornerstone of eLearning, MOOCs For discussion in Q&A: What BYOD strategies are you adopting? What impact will BYOD have on pedagogy outcomes? http://csrc.nist.gov/publications/drafts/800-124r1/draft_sp800-124-rev1.pdf
    7. 7. MOOCS – Distraction or Destruction?• MOOCs are about the democratisation of education and knowledge.• Accredited Degrees now emerging• Nil barrier to entry, global, device agnostic reach via the net• Very active marketplace, lots of new entrants
    8. 8. MOOCS – Distraction or Destruction?“The next disruptor will likely mark a tipping point: an entirely freeonline curriculum leading to a degree from an accredited institution.With this new business model, students might still have to pay tocertify their credentials, but not for the process leading to theiracquisition”- The MOOC Model: Challenging Traditional Education - James G.Mazoue, January 28, 2013; EDUCAUSE Review Online Acid test: Would you take your sick child to visit a Doctor that was MOOC trained?
    9. 9. MOOCS – Distraction or Destruction? What about Australia?http://theconversation.edu.au/universities-seek-copyright-law-reform-to-enable-moocs-11524
    10. 10. MOOCS – Distraction or Destruction?Questions for Q&A:•In what way will MOOCs influence your ICT strategy in the next2 years?•What faculties/ courses are contenders, and which IT serviceswill be impacted?
    11. 11. Move spotlight from technical risk to systemic riskTechnical Risk:“All systems are running perfectly, Captain!” Systemic Risk: “What iceberg Captain?”
    12. 12. Move spotlight from technical risk to systemic risk • Historically, IT’s domain of risk management largely related to technological and security risks and their organisational impacts. (Think ISO27001 etc.) • IT should be a driving force in shaping the discussions relating to systemic risk at the enterprise level. Why: • IT has a unique perspective of the organisation: • Cross functional and detailed view on how the organisation works (current state), and therefore identify potential opportunities that individual faculties do not. • Technology pervades all aspects of the organisation. • Senior executives may have limited view on how, precisely, their organisations operate. • IT understands interconnectedness and information taxonomies.
    13. 13. Unhappy symbiosis: IT agility and organisational inertia?• Technology aside, are Universities reshaping their strategies, structures at an equivalent or faster pace sought from IT? • Effects of enterprise inertia on rapid adoption of technologies • Departmental / Faculty myopia • Effects of incentive schemes and/or individual self interest For discussion in Q&A: Is IT expected to be more agile, innovative and transformative than the overall organisation?
    14. 14. Concurrent multiple versions of reality Schrödinger’s cat and enterprise IT?Schrödinger’s Cat is alive and kicking in the Enterprise…..•Concept of multiple and concurrent versions of reality – all of whichmay be correct at the same time.•Simultaneous versions of reality held by key stakeholders on how,what, when and where enterprise IT solutions should be applied - allseemingly valid.
    15. 15. Concurrent multiple versions of reality “I have opinions of my own - strong opinions - but I dont always agree with them.” ― George H.W. Bush Everyone is a consumer of technology, and therefore is entitles to an opinion…….
    16. 16. Concurrent multiple versions of reality Why enterprise IT is like Broccoli? From end user’s perspective, it’s bland, not sexy, has the occasional bug in it, but it’s recognised as being important for the health of the organisation. Most importantly it’s how it’s presented that’s the kicker• As a CIO you may know what technology best suits the organisation, but how will it be used?• Consumerisation of IT, mobility, BYOD, Cloud and other emerging and disruptive technologies are rapidly reshaping the perception of enterprise IT by their users.
    17. 17. The pivotal role of the CIO of the University of thefuture Key insights: 1. Actively manage stakeholder perceptions 2. Recognise the power of Brand, Marketing and Communications 3. Lift the lid on systemic risk 4. Transform IT staff at every level 5. Flip from service provider to service broker 6. Educate – from within
    18. 18. Insights1. Actively manage stakeholder perceptions• IT’s influence on the enterprise’s view of the use of technology being diluted• Achieving all IT departmental KPIs and service levels alone is no longer a measure success.• Remove any defensive barriers For discussion in Q&A: What approaches could you take in managing stakeholder’s perceptions?
    19. 19. Insights2. Recognise the power of Brand, Marketing and Communications• Technologists (engineers, scientists, etc) do not always recognise the relevance and importance of acquiring ‘soft skills’ and related capabilities to their projects, initiatives and even their own careers.• If IT does not sensitively and deliberately control its brand through effective marketing and communications initiatives, others will.• Marketing in this context must be devoid of misrepresentation and spin, and be evidence based.• Does the internal IT function’s brand align with the brand of the University? For discussion in Q&A: Is branding of IT important in the successful transition to a new business model?
    20. 20. Insights3. Lift the lid on systemic risk• Play an active part in discussions on latent systemic risk associated with inappropriate adoption of technologies• Manage the significant transition risk from legacy environments• Ensure key stakeholders understanding how current decisions could influence future risk profile in a volatile environment• Clarity over the positioning of all aspects of risk need careful dissection amongst the noise Systemic Risk Time
    21. 21. Insights4. Transform IT staff at every level• Transforming internal IT capability to meet new demands• Moving internal IT staff up the value chain• CaaS: Introduce the concept of your ‘Career as a Service’• Set expectation of volatility, managing commoditisation of skill
    22. 22. Insights5. Flip from service provider to service broker:• Hone vendor management and governance skills within IT• Deliver SaaS: Strategy as a Service to all departments seeking guidance on technology.On the topic of accountability:Clearly define the accountability boundary for enterprise IT across the organisation.- What’s in-scope for the management of IT services?- What’s negotiable in the IT portfolio of services?- What’s non-negotiable in the IT portfolio of services?
    23. 23. Insights6. Educate – from within• Provide insightful, evidence based, relevant thought leadership• Dominate the role as trusted advisor, not consultants or vendors!• Proactively articulate the implications for disruptive and emerging technologies for your organisation before you’re invited to comment - Be seen and operate ahead of the curve• Lead the charge in drawing on (potentially) valuable resources from within your own or other academic institutions • ..after all, academics in industry relevant faculties are often looking for ‘real world’ case studies as a bridge out of pure academia. • What role can the (suitable) experts and academics in business, engineering, IT, legal and other faculties play in actively advising and supporting the successful transition of the university to ‘the University of the future’?
    24. 24. Interactive Q&A• What BYOD strategies are you adopting?• What impact will BYOD have on pedagogy outcomes?• Will MOOCs influence your ICT strategy in the next 2 years?• What faculties, subjects are contenders, and which IT services will be impacted?• Is IT expected to be more agile, innovative and transformative than the overall organisation?• Is branding of IT important in the successful transition to a new business model?• What approaches could you take in managing stakeholder’s perceptions?
    25. 25. ThankYou!ROB LIVINGSTONE- Fellow, University of Technology, Sydney- Principal, Rob Livingstone Advisory Pty LtdW: www.rob-livingstone.comE: rob@rob-livingstone.comP: +61 2 8005 1972M: +61 419 632 673F: +61 2 9879 5004Tw: @rladvisory © All rights reserved. Rob Livingstone Advisory Pty Ltd. Unauthorized redistribution prohibited without prior approval. ‘Navigating through the Cloud’ and ‘Success is our story, let’s make it yours’ are Trademarks of Rob Livingstone Advisory Pty Ltd.

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