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Sym25 id2g-sym25 id2g-104_lowendahl_os

  1. 1. CONFIDENTIAL AND PROPRIETARY This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. The Education CIO Challenge: IT Is a Team Sport Jan-Martin Lowendahl 4 – 8 October | Orlando, FL #GartnerSYM
  2. 2. #GartnerSYM 1 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. ADOPT IDEATE ENGAGE CREATE OFFER MONETIZE The Digital Opportunity — Entering the Age of Digitalization The Progress of the CIO Agenda DigitalizationIT Craftsmanship IT Industrialization Main Focus: Leadership/Technology Control/Cost Transforming the Business/Yield Custom/Features We Were Here 2014 We Are Here 2016
  3. 3. #GartnerSYM 2 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. 59% 9% 17% 4% 1% 2% 2% 1% 1% 6% 47% 11% 17% 5% 5% 3% 3% 4% 1% 5% 15% 9% 10% 8% 7% 8% 7% 7% 4% 25% CIO CMO Business Unit Leaders CFO CTO Chief Digital Officer Head of Innovation Head of Sales Chief Data Officer Other Role Education Global View From Gartner CEO Survey (n = 410) Who Should Have the Digital Leadership? Distribution of Digital Leadership Responsibility Q: "Please allocate 100 leadership points to show how you anticipate your CEO will distribute relative responsibility for leading digital innovation and change over the next two years. Survey data from "The 2015 CIO Agenda." See also:  "2015 CIO Agenda: A Higher Education Perspective" (G00272480)  "Global Perspectives on Flipping to Digital Leadership: The 2015 CIO Agenda" (G00273257) Also attend the session "2016 CIO Agenda" on Monday, 5 October 2015 11:30 AM to 12:15 PM led by Dave Aron for the latest CIO Agenda presentation.
  4. 4. #GartnerSYM 3 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. #GartnerSYM 3 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. IT is a Team Sport
  5. 5. #GartnerSYM 4 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.  Make digital leadership a team sport. – Share responsibility for yield, benefit and risk balance. – Commit CxOs through collaborative communication tools. – Leverage a senior academic in a chief digital officer role to wield academic credibility. – Don't be afraid to lead ― from behind. Make sure all are onboard Recommendation: "You cannot tell people what they are not ready to hear"
  6. 6. #GartnerSYM 5 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. The Challenge Is Change Information and Technology Leadership Value Leadership People and Culture Leadership From Control to Vision From Visible to Valuable From Legacy to Digital Rise to the Leadership Challenge Rise to the Business Challenge Rise to the Digital Challenge "2015 CIO Agenda: A Higher Education Perspective," G00272480 "Global Perspectives on Flipping to Digital Leadership: The 2015 CIO Agenda," G00273257
  7. 7. #GartnerSYM 6 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. Flipping People Leadership  Achieving digitalization requires a flip from a control-focused leadership to a leadership based on articulating a shared vision.  Digitalization changes from an individual sport to a team sport responsibility. IT is a Team Sport! Rise to the Leadership Challenge
  8. 8. #GartnerSYM 7 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. 77 3 10 55 22 7 5 16 8 10 21 8 11 15 16 16 Biggest decrease needed Biggest increase needed Time currently spent Commanding Visionary Affiliative Democratic Pace-Setting Coaching 272480 What Leadership Style Leads to Digitalization as a Team Sport? Leadership Style Considerations Q: Has your leadership style changed in the past 3 years? Do you anticipate it to change in the next 3 years? Surprisingly similar Q: What percentage of your time would you say you spend deploying each of the following leadership styles? Survey data from " The 2015 CIO Agenda" where data was collected in 2014 Rise to the Leadership Challenge 74 4 10 56 21 8 6 17 9 11 21 9 13 16 11 16 Biggest decrease needed Biggest increase needed Time currently spent 75% said they needed to change their leadership style in the next three years 64% said they needed to change their leadership style in the next three years Education Global
  9. 9. #GartnerSYM 8 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.  Visualize the vision to ensure participation and execution. – The foundation of a digital leadership is a shared vision made concrete by digital capabilities. – Successful execution is more likely if the vision is shared as a team. – Developing a shared vision requires a lot of interaction and collaborative work — not report writing. Recommendation: Rise to the Leadership Challenge
  10. 10. #GartnerSYM 9 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. "Traditional" IT Strategy Template Executive Summary Demand Control Supply Institution Context Institution Success Institution Capabilities IT Contribution IT Principles IT Governance IT Financial Management Metrics IT Services Enterprise Architecture People Sourcing Risks and Issues Detailed Appendixes "Plans are useless, but planning is indispensable.“ ― Dwight D. Eisenhower "IT Strategy: A CIO Success Kit" (G00166022) "IT Strategy Template" (G00167280) Rise to the Leadership Challenge
  11. 11. #GartnerSYM 10 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. Team Sport Tools to Strategize and Prioritize — the Agile Strategic Planning Process Control IT Principles IT Governance ITFinancialManagement Metrics Supply IT Services Enterprise Architecture People Sourcing SP Demand Institution Context Institution Success Institution Capabilities IT Contribution Education Ecosystem HEBMS SCM STM Doing the right thing Hype Cycle EDU Top 10s Doing things right PP SP SC SSSM DEM Top10 IT-MC Rise to the Leadership Challenge
  12. 12. #GartnerSYM 11 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. Is the CIO Visionary Enough? Proportion of IT Planning Effort Allocated to Time Horizons Q: In planning for this year, how much focus did you give to the following time horizons? Survey data from " The 2015 CIO Agenda" where data was collected in 2014 Rise to the Leadership Challenge 1 year 45% 2 to 3 years 34% 4 to 5 years 17% More than 5 years 4% Education 1 year 51%2 to 3 years 33% 4 to 5 years 13% More than 5 years 3% Global
  13. 13. #GartnerSYM 12 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.  Find more time for building and maintaining the long-term vision. – Consider a demand/supply organization  Good visionary and strategic planning takes time, as does good line management and employee mentorship (and it requires different skills). – Dare to keep it simple  Collaboratively capture the vision and iterate often using simple strategic planning methodologies  Maintain momentum – simple workshops not lengthy documents Recommendation: Rise to the Leadership Challenge
  14. 14. #GartnerSYM 13 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. Related Gartner Toolkits 1. "Toolkit: My Hype Cycle, 2014," G00270606 2. "Toolkit: Workshop for Building a Customized Top 10 List of Business Trends in Education," G00266991 3. "Toolkit: Workshop for Building a Customized Top 10 List of Strategic Technologies in Education," G00266993 4. "Toolkit: Workshop for Building a Strategic Technology Map to Support Your Future University," G00262152 5. "Toolkit: Speed Up Innovation by Identifying Capability Ecosystems, and Gauge Tipping Points With a Hype Cycle/Strategic Technology Map Mashup," G00225637 6. "Toolkit: Speed Up Your Innovation Process by Quickly Creating Interactive Strategic Technology Prioritization Maps From the Education Hype Cycles," G00273238 7. "Toolkit: Connect the Dots to Engage Education Stakeholders in Technology Strategy," G00275941 8. "Toolkit: Workshop for Building a Digital Education Moment and the Corresponding Strategic Technology Map," G00xxxxxx  Still Missing – Education Ecosystem Toolkit – IT Market Clock Toolkit – Service Portfolio Toolkit – Simple Service Sourcing Matrix Rise to the Leadership Challenge
  15. 15. #GartnerSYM 14 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. Flipping Value Leadership  Achieving digitalization requires a flip from just making IT visible through listing features and cost, to a leadership based on value (yield). Rise to the Business Challenge "Financial Slowdown Emphasizes Budget-Planning Effectiveness in Higher Education: But It's About Yield, Not Cost" (G00155546)
  16. 16. #GartnerSYM 15 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. 67 54 20 61 12 20 16 16 14 10 27 38 59 31 39 40 36 45 46 26 6 9 21 8 50 40 48 40 40 64 IT cost Service levels IT-related risk levels Internal customer satisfaction Financial value Nonfinancial value Innovation ratio IT skills IT morale Minimum failure rates Education 77 63 34 54 32 18 17 18 20 13 20 29 49 37 41 49 41 44 38 26 3 8 17 9 27 33 41 37 42 60 IT cost Service levels IT-related risk levels Internal customer satisfaction Financial value Nonfinancial value Innovation ratio IT skills IT morale Minimum failure rates Global Major Metric Minor Metric Do Not Use How to Communicate Value and Performance of IT Q: To what extent does your organization use the following metrics to measure the performance of the IT organization?67 54 20 61 12 20 16 16 14 10 27 38 59 31 39 40 36 45 46 26 6 9 21 8 50 40 48 40 40 64 IT cost Service levels IT-related risk levels Internal customer satisfaction Financial value Nonfinancial value Innovation ratio IT skills IT morale Minimum failure rates Education 77 63 34 54 32 18 17 18 20 13 20 29 49 37 41 49 41 44 38 26 3 8 17 9 27 33 41 37 42 60 IT cost Service levels IT-related risk levels Internal customer satisfaction Financial value Nonfinancial value Innovation ratio IT skills IT morale Minimum failure rates Global Major Metric Minor Metric Do Not Use 1 2 3 4 5 9 1 2 3 4 5 7 6 8 Use of IT Performance Metrics Survey data from " The 2015 CIO Agenda" where data was collected in 2014 Rise to the Business Challenge 34 54 32 18 17 18 20 13 49 37 41 49 41 44 38 26 17 9 27 33 41 37 42 60 IT-related risk levels Internal customer satisfaction Financial value Nonfinancial value Innovation ratio IT skills IT morale Minimum failure rates Major Metric Minor Metric Do Not Use
  17. 17. #GartnerSYM 16 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.  Apply a service portfolio approach to be able to focus on the value of IT in business language rather than IT language. – Five best practices help demonstrate the value of IT and bring the CIO/CxO communication to a new level: 1. Define IT services in the language of the business collecting them in a service portfolio. 2. Align institutional KPIs to each service institution in order to measure the business impact. 3. Add cost metrics and user satisfaction metrics per service to aid the value (yield) dialogue. 4. Develop a value statement for each service that ties services to business outcomes. 5. Dare to keep it simple and interactive. Recommendation: Survey data from " The 2015 CIO Agenda" where data was collected in 2014 Rise to the Business Challenge "If you want good governance You need something to govern"
  18. 18. #GartnerSYM 17 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.
  19. 19. #GartnerSYM 18 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. SC: 1. Backup 2. Storage 3. Email 4. And so on 150 to 250 Service Catalog (SC):  Services in the way IT produces them  Manage production cost  Cost-efficiency and cost-reduction focus  Governed by the CIO/CTO Why Services? Tools to Manage and Market ... Project Portfolio (PP):  Strategic alignment focus for new services (capabilities)  Manage new cost/cost-change  Cost-effectiveness (high yield)  Governed by role representatives Service Portfolio (SP):  Services in the way end users consume them (CxOs understand and fund them)  Manage ongoing cost  Cost-efficiency and cost-reduction focus  Governed by budget representatives PP: 1. Retention through social media 2. Personalized info through IAM 3. And so on SP: 1. My workplace 2. Social learning platform 3. Support finance 4. And so on 12 to 20 Metrics!!! Metrics!!! "Concrete Governance in Higher Education: How a Simple Three-Layered Portfolio Approach Enables Sustainable Decisions" G00201190 Metrics!!! Rise to the Business Challenge
  20. 20. #GartnerSYM 19 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. How to Focus on Value of IT? Funding and Benefit Realization 4% 25% 51% 20% 2% 5% 34% 45% 13% Harvesting reviews, learning and mechanisms to capture unplanned benefit are all mature Sponsor recommits to benefits, we create a harvesting committee and schedule harvesting reviews We analyze the benefits realized and consider whether we have provided the platform to harvest the benefits or not We hold postimplementation reviews to review on time, on budget, in scope and informally discuss value We do nothing beyond delivering the solution/project output Benefit Tracking Education GlobalSurvey data from "The 2015 CIO Agenda." Q: Which most closely describes your organization's most common approach to harvesting benefits from your most significant IT-intensive projects and investments? Rise to the Business Challenge 4% 25% 51% 20% 5% 34% 45% 13% Sponsor recommits to benefits, we create a harvesting committee and schedule harvesting reviews We analyze the benefits realized and consider whether we have provided the platform to harvest the benefits or not We hold postimplementation reviews to review on time, on budget, in scope and informally discuss value We do nothing beyond delivering the solution/project output Education Global 4% 25% 51% 20% 5% 34% 45% 13% Sponsor recommits to benefits, we create a harvesting committee and schedule harvesting reviews We analyze the benefits realized and consider whether we have provided the platform to harvest the benefits or not We hold postimplementation reviews to review on time, on budget, in scope and informally discuss value We do nothing beyond delivering the solution/project output Education Global
  21. 21. #GartnerSYM 20 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.  Understand the difference between project goals and outcome-based goals (effect goals) – Project goals  Project goals are the immediate, timed goals that the project manager is responsible for. – Outcome-based goals  Outcome-based goals are beyond the project and relate to the long-term benefits that were identified when the project was approval.  Outcome-based goals are the responsibility of a business sponsor, owning benefits realization long-term through the line management role or senior leadership role. Recommendation: Rise to the Business Challenge
  22. 22. #GartnerSYM 21 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. 22% 44% 15% 13% 5% 68% 16% 32% 14% 19% 6% 24% 68% 31% 75% 71% 90% 13% Net present value Return on investment Internal rate of return Free cash flow Real option valuation Strategic value Education Used to select and prioritize investments Monitored during execution and postimplementation Do not use 39% 68% 28% 23% 4% 71% 20% 35% 19% 20% 8% 25% 48% 15% 59% 61% 88% 15% Net present value Return on investment Internal rate of return Free cash flow Real option valuation Strategic value Global Where Does Benefit Realization Start? Use of Project Value Metrics Q: To what extent does your organization use the following metrics in business cases and management for IT-intensive projects? Survey data from "The 2015 CIO Agenda." Rise to the Business Challenge 22% 44% 15% 13% 5% 68% 16% 32% 14% 19% 6% 24% 68% 31% 75% 71% 90% 13% Net present value Return on investment Internal rate of return Free cash flow Real option valuation Strategic value Education Used to select and prioritize investments Monitored during execution and postimplementation Do not use Net present value Return on investment Internal rate of return Free cash flow Real option valuation Strategic value
  23. 23. #GartnerSYM 22 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.  Establish benefit realization criteria and follow-up activities as a part of a project. – Make sure that there is a funded activity included in the project plan to follow up on benefit realization at a suitable time after the project is closed (for example, six or 12 months). – Do not forget the softer side of benefit realization.  Engage with users in focus groups to see that the digital service is used in the intended (or better) way.  Monitor user satisfaction with formal surveys.  Be aware of the Hype Cycle effect. Recommendation: Rise to the Business Challenge
  24. 24. #GartnerSYM 23 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. Flipping Information Technology Leadership  Achieving digitalization requires a flip from legacy-focused leadership to a leadership focused on digital capabilities for the institution (business).  We intentionally spell out information technology (IT) as the future requires the CIO to focus more on information leadership and less on technology leadership. Rise to the Digital Challenge
  25. 25. #GartnerSYM 24 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. Higher Education Global 1. Infrastructure and Data Center 1. BI/Analytics 2. Networking, Voice and Data Communications 2. Infrastructure and Data Center 3. Cloud 3. Cloud 4. BI/Analytics 4. ERP 5. ERP 5. Mobile 6. Security 6. Digitalization/Digital Marketing 7. LMS 7. Security 8. Mobile 8. Networking, Voice and Data Communications 9. Industry-Specific Applications 9. CRM 10. Digitalization/Digital Marketing 10. Industry-Specific Applications 11. Desktop 11. Legacy Modernization 12. Enterprise Applications 12. Enterprise Applications What Are the 2015 Higher Education CIO Technology Priorities? Top Technology Priorities for 2015 Q: Please indicate the top three technology areas where your company/business unit/government/public entity will be spending the highest amount of new/ discretionary funding in 2015. Survey data from " The 2015 CIO Agenda." Rise to the Digital Challenge
  26. 26. #GartnerSYM 25 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.  Business Trends (What we see): 1. Student Success 2. Competency-based Education 3. Reinventing Credits 4. Analytics, Analytics, Analytics 5. Broad Branding 6. Breaching Boundaries 7. (Re) Thinking Business Models 8. Emerging Political Innovation 9. Technology Aided Learningspace 10.E-research  Strategic Technologies (What we think you should do): 1. Adaptive Learning 2. Predictive Analytics 3. CRM (Enroll., Ret., Alumni) 4. Exostructure 5. Open Microcredentials 6. Digital Assessment 7. Cognitive Computing 8. Open Educational Resources 9. Listening and sensing Tech 10.Collaboration Tech Gartner Education Top 10 for 2016 (Draft) The Full List — Or Is It …? "Top 10 Business Trends and Strategic Technologies Impacting Education in 2015," G00270602 for last year’s list Rise to the Digital Challenge
  27. 27. #GartnerSYM 26 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.  Establish top institutional business trends before building the strategic technology list. – Make the executive team to build a customized top 10 business trend list. – Bring together key end-user stakeholders with IT to build the strategic technology list based on the top 10 business trends. – Make sure you understand the difference between spending the most resources and what is most strategic. – Make the top 10s a team sport. Recommendation: Rise to the Digital Challenge
  28. 28. #GartnerSYM 27 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. 46 60 58 35 28 31 19 26 20 44 12 5 7 18 16 7 11 7 17 7 3 5 1 10 5 Thinking Machines Robotics Augmented Human 3D Printing Sensor/IoT Education 49 63 52 60 27 28 16 25 20 28 14 9 12 9 24 8 5 9 7 13 2 7 2 3 7 Thinking Machines Robotics Augmented Human 3D Printing Sensor/IoT Global Not relevant right now On the radar, but no action planned In midterm or long-term planning Actively experimenting Have already invested and deployed What Is Next on the Technology Horizon, and What Does All This Mean for the CIO as the Leader of the IT Organization? Q: What are your plans in terms of the following emerging technologies and trends? Survey data from " The 2015 CIO Agenda." 4 1 3 "Education is about meeting of minds…" 2 1 Rise to the Digital Challenge Not relevant right now On the radar, but no action planned In midterm or long-term planning Actively experimenting Have already invested and deployed
  29. 29. #GartnerSYM 28 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.  Develop a more entrepreneurial IT organization with a visionary team-focused leadership style to go with it. – Simultaneous focus on rock-solid and agile/innovative styles will require new team(s) charged with these objectives respectively – These teams will require IT leadership that is comfortable with risk taking – Bimodal, anyone? Recommendation: Rise to the Digital Challenge
  30. 30. #GartnerSYM 29 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. Build an Experimental Project Portfolio for the Future "Hype Cycle for Education, 2015" (G00277499) Innovation Trigger Peak of Inflated Expectations Trough of Disillusionment Slope of Enlightenment Plateau of Productivity time expectations As of July 2015 Cognitive Computing Education Applications Quantum Computing Classroom 3D Printing Exostructure Strategy SaaS SIS Affective Computing Competency-Based Education Platforms Digital Assessment Alumni CRM Learning Analytics SIS International Data Interoperability Standards BPO Education Tablet Open Microcredentials DevOps Cloud Office Adaptive E-Textbooks Student Retention CRM Enterprise Mobile App Stores Big Data Open-Source SIS Adaptive Learning Learning Stack Master Data Management EA Frameworks Gamification Wireless as a Service Digital Preservation of Research Data Higher Education Open-Source Financials Mobile Learning Smartphones Hosted Virtual Desktops Cloud HPC/CaaS 802.11ac Wave 1 Enterprise Architecture SaaS Administration Applications BYOD Strategy E-Textbook IT Infrastructure Utility Virtual Environments/Virtual Worlds Social Learning Platform for Education Unified Communications and Collaboration Open-Source Enterprise Service Bus Lecture Capture and Retrieval Tools Tin Can API Personal Analytics Digital Workplace Graph MOOC-Enabling Technologies Citizen Developers COBIT ITIL more than 10 years obsolete before plateau Years to mainstream adoption: less than 2 years 5 to 10 years 2 to 5 years Rise to the Digital Challenge
  31. 31. #GartnerSYM 30 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. The Extreme Team — Leverage Emerging Team Technology Data Relation Insight Cognitive GraphPreingested Corpora Data Rise to the Digital Challenge
  32. 32. #GartnerSYM 31 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. 60% Volume, Variety, Velocity, Veracity 30% Volume Genomics data Exogenous data 1,100 Terabytes Generated per lifetime 6 TB Per lifetime 0.4 TB Per lifetime Determinants of health Big Data & Healthcare Dealing With Data — Learning From IBM Watson in Healthcare Source: "The Relative Contribution of Multiple Determinants to Health Outcomes," Lauren McGover et al., Health Affairs, 33, no.2 (2014) adapted from an IBM Watson presentation. 10% Variety Clinical data Rise to the Digital Challenge
  33. 33. #GartnerSYM 32 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. 60% Volume, Variety, Velocity, Veracity 30% Volume 10% Variety Clinical data Genomics data Exogenous data 1,100 Terabytes Generated per lifetime 6 TB Per lifetime 0.4 TB Per lifetime Determinants of health Dealing With Data — Learning From IBM Watson in Healthcare Source: "The Relative Contribution of Multiple Determinants to Health Outcomes," Lauren McGover et al., Health Affairs, 33, no.2 (2014) adapted from an IBM Watson presentation. Big Data & Healthcare Rise to the Digital Challenge
  34. 34. #GartnerSYM 33 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. Making Use of Data Will Determine the Future of the Education Ecosystem — The Declara Approach Rise to the Digital Challenge
  35. 35. #GartnerSYM 34 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.  Experiment with emerging team technology now. – Follow how cognitive computing (data and algorithms) is changing the professions we teach for. – Explore cognitive computing to change how we teach. – Moore's Law and the 32nd square … Recommendation: Rise to the Digital Challenge
  36. 36. #GartnerSYM 35 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. Gartner on Your Team Jan-Martin Lowendahl VPDA, PhD Sweden Terri-Lynn Thayer RD, EMBA RI, U.S. Glenda "Morgan" Morgan RD, PhD FL, U.S. Kelly Calhoun RD, EdD CA, U.S. Innovating Administrative Systems in Education Building the Next-Generation Digital Learning Environment in Education Executing a Digital Strategy in Education  More than 1,000 analysts  Covering more than 150 key initiatives
  37. 37. #GartnerSYM 36 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. Recommended Gartner Research  2015 CIO Agenda: A Higher Education Perspective Jan-Martin Lowendahl, Terri-Lynn B. Thayer and Others (G00272480)  Top 10 Business Trends and Strategic Technologies Impacting Education in 2015 Jan-Martin Lowendahl (G00270602)  Visual Strategic Planning Using the Gartner Higher Education 'Business Model' Scenarios and Corresponding Strategic Technology Maps Jan-Martin Lowendahl (G00262818)  Concrete Governance in Higher Education: How a Simple Three-Layered Portfolio Approach Enables Sustainable Decisions Jan-Martin Lowendahl (G00201190)  Hype Cycle for Education, 2015 Jan-Martin Lowendahl (G00277499) Some documents may not be available as part of your current Gartner subscription. For more information, stop by Gartner Research Zone.
  38. 38. #GartnerSYM 37 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. Gartnereventsondemand.com  Digital Education Moments: A Vision for the Future – Event: Gartner Symposium/Itxpo 2014 – Date: 5 - 9 October 2014 – Speakers: Terri-Lynn B. Thayer, Jan-Martin Lowendahl, Length: 42:38 – http://www.gartnereventsondemand.com/session-video/SYM24/01c  The Top 10 Business Trends and Strategic Technologies in Education – Event: Gartner Symposium/Itxpo 2014 – Date: 5 - 9 October 2014 – Speaker: Jan-Martin Lowendahl, Length: 44:46 – http://www.gartnereventsondemand.com/session-video/SYM24/02c  Concrete Governance: Building a First-Generation Service Portfolio in 50 Minutes – Event: Gartner Symposium/ITxpo 2013 – Date: 6 - 10 October 2013 – Speaker: Jan-Martin Lowendahl, Length: 54:45 – http://www.gartnereventsondemand.com/session-video/SYM23/HE8  Executing on the Higher-Education Business Model Scenarios — Building Strategic Technology Maps – Event: Gartner Symposium/ITxpo 2013 – Date: 6 - 10 October 2013 – Speaker: Jan-Martin Lowendahl, Length: 49:22 – http://www.gartnereventsondemand.com/session-video/SYM23/04b Some documents may not be available as part of your current Gartner subscription.
  39. 39. #GartnerSYM 38 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. Recommendation Recap  Make digital leadership a team sport.  Visualize the vision to ensure participation and execution.  Find more time for building and maintaining the long-term vision.  Apply a service portfolio approach to be able to focus on the value of IT in business language rather than IT language.  Understand the difference between project goals and outcome-based goals (effect goals).  Establish benefit realization criteria and follow-up activities as a part of a project.  Establish top institutional business trends before building the strategic technology list.  Develop a more entrepreneurial IT organization with a visionary team-focused leadership style to go with it.  Experiment with emerging team technology now. Information and Technology Leadership Value Leadership People and Culture Leadership
  40. 40. #GartnerSYM 39 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. #GartnerSYM 39 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates. The End
  41. 41. #GartnerSYM 40 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.

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