ASBOA 2013 Closing Keynote - The New NormalPresentation Transcript
The New Normal
1. Connecting2. Sharing knowledge3. Increasing accessWhat we do:
“Leadership is a scary thing. There are many people that want to be matadors,only to find themselves in the ring with 2,000 pounds of bull bearing down onthem, and then discover that what they really wanted was to wear tight pantsand hear the crowd roar.”- Steve Farber, Extreme Leadership
K-12 Leadership: A Critical Problem
Shift IT investments.
95-97%3-5%0% 20% 40% 60% 80% 100%Everything Else ITHow much do we spend on IT?Gartner 2012 IT Key Metrics Data
How do we spend on IT?14%70%16%TransformRunGrowGartner 2012 IT Key Metrics Data
What are we buying?15%17%18%13%37%IT ExpendituresEducational SoftwareNetwork & TelecomHardwareDesktop/EnterpriseSoftwareIT ServicesSource: 2011-12 Digital School District’s Survey
What are we buying?10%25%30%30%5%What it could be: IT ExpendituresStudent LearningTeachingCommunicationsBusiness of EducationIT Support Services100% fiction
What are doing about it?From• Describing technologiessupported• IT language• Generic IT budget linesTo• Describing servicessupported• Educational language• Service-based budgeting
Shift IT assumptions.
Our information is secure.
Free and Open Source Softwareare cheaper and just as good.
We’ve got devices and Google – we’regood to go digital.
What are we doing about it?http://bit.ly/cloudbriefing
Ask questions• Why should we do this?• Who is it for?• What will they notice when we do this?• What are the intended outcomes?• How will we know if we’ve achieved those outcomes?• How long will it take to realize those outcomes?• How much will it cost to implement? To sustain?• What are the risks of doing this?• What are the risks of not doing this?• What are other ways we could achieve the same outcomes?
Shift IT decisions.
• Cost effective/Economies ofscale• Consistent implementation• Implementation at scale• Equitability• Shared risk• Organizational learning• Efficient decision-making• Meets local needs• Implementation at speed• Rapid innovation• Limited risk scope• Short planning cycle• Bureaucratic• Local needs not fully met• Slow implementation• Higher planning overhead• Higher change managementoverhead• Slow to identify and respond tochange challenges• Cost inefficiency• Pockets of innovation• Innovation does not scale• Inequity• Inconsistent implementation• High local risk• Broader implications notconsidered• Pockets of learning• Redundant activitiesDownsideUpside UpsideCentralized Site-BasedDownside
• 1 week to 1 year• Not integrated• Narrow scopeSystems ofInnovation• 3-5 years• Gets data from core systems• Broader scopeCommonSystems• 5-10 years• Many systems connect to it• Very broad scopeCoreSystems
• Broad strategic impact• Linkage to legislation• Significant risksStrategicPolicy• Broad, long term operational impact• Impacts jurisdiction, not community• Internal consultationAdministrativeProcedure• Narrow, short to medium term impact• Describes how IT does somethingOperationalProcedure
What are we doing about it?94%97%6%3%0% 20% 40% 60% 80% 100%I have a better understanding ofwhat to doI have a better understanding of ITissuesAgree Neutral
Contact us!Angie TarasoffSenior Manager, Technology Planning and Managementangie.email@example.com(780)427-0253 toll free in Alberta by calling 310-0000 first@angietarasoffhttp://newernormal.blogspot.com