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Introduction to executive programs higher education exp
- 1. Higher Education EMEA Thispresentation, 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 authorized 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. © 2010 Gartner, Inc. and/or its affiliates. All rights reserved.
- 2. What is Changingthe Education Ecosystem? Consumer IT Collaboration Accountability Societal Mobility Expectations Business Education Intelligence Options Tools Emerging Technologies
- 3. Education Clients useExecutive Programs for Many Reasons CIO Run an Attract, Communicate Executive Drive effective IT develop, and Leadership Innovation organization prepare demonstrate Team Build IT initiatives workforce the business that drive Successfully Influence the thinking deliver on value of IT and decisions of institution value. Improve projects that technical and Integrate university institution peers enable business skills and IT and be a catalyst institution of the workforce strategies/plans for innovation. growth and to contribute to and market them create enterprise effectively. opportunities, innovation. competitive advantage 3
- 4. Gartner Executive Programhelps clients with: Saving Money Institution Strategies • Strategies for Cost Optimization • Right direction, right away • Contract review—Ts and Cs • Additional expert resources • Knowledge of price points • Global perspective • Cost avoidance, Transparency • Cross-industry best practices • Cost-saving best practices VALUE Saving Time Position, Navigate and Timing • Speed decision making • Make the right calls • Improve strategic partner selections • Independent validation • Filter information • Increase credibility • Leverage tools and templates • Sounding board • Speed learning (just-in-time) • Professional development 4
- 5. Gartner 2013 EducationPredicts Technology is changing the education ecosystem: Personally-owned devices – BYOD Change in primary device Multiple devices – Device and OS agnostic solutions Customer intimacy on a par with operational efficiency Opportunities to change and refine the organization and delivery of instruction
- 6. Example: Higher Education CIOclient inquiries we support Student Information System Course Management Working with the Board, Alumni/Constituent Management Executive Council Financial Management Technology Roadmap Marketing and Campaigns Cost Optimization Research Management Workforce Development Grants Management ERPs, CRM, LMS, BPR/BPM Faculty and Contract Mobility and Managing Management Diversity Procurement Management Cloud and Alternative Evaluation and Assessments Delivery Curriculum Development Continuity of Operations Library Services Security and Identity Publishing, eTextbooks Management Retail Sales (Book Store, Food) Shared Services Cost Optimization Performance Mgt Contract Reviews Revenue Generation Business Models 6
- 7. Stepping up toInnovation The Eight Initiatives and Beyond … Value Delivered Transform Grow Win in a distance learning world , Enhance grow UMASS’ customer service brand and while further Run reducing cost endowment in global market Status Price and increasing Quo performance, degree risk reduction of productivity Role of • Paper based, nondifferentiated the CIO manual services • Info Silos • Data Center Optimization • Cost and Risk • Security Operations • Leverage IT Procurement • Mobile Computing • Next Generation Networks • Virtual Computing Labs • Identity Management • Telepresence 7
- 8. Million Dollar Questions Run: • IT Efficiency: How can CIO and leadership deliver demonstrable savings focused on the data center optimization, procurement, …? Grow: • Customer Experience: How increase educational effectiveness through use of mobile, social, telepresence, virtual learning, …? • Brand: How continue to strengthen the global alumni network, grow the endowment, reputation and mentor students, …? Transform • Competition: Response to the pressures of distance based, low cost alternatives, e.g. Bachelors DeVry, Southern NH, Associates and Certificate programs? 8
- 9. CIO Strategy Framework Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Vision- Business IT Strategy Governance Performance Communicate Emerging Goals Strategy Technology Business Business Business IT Metrics People Transforming Context Success Capabilities Contributions the Business CIO Role CIO Portfolio Mgt Financial Mgt Value and Organization, Technology Priorities Investment – Risk Architecture Roadmaps Divestment Management and Sourcing Strategy What am I communicating, doing in each area? What is the perception of others? What does the institution need? What needs to change? 9 Source: Amos Auringer, VP EP
- 10. Million Dollar Answers? DegreeProductivity McKinsey found: • US needs to produce 1M more graduates by 2020 to insure we have skilled workers • This requires increasing degree productivity 23% by 2020 • Lacking increases in public funding or tuition, innovation is required • Eight top institutions achieved degree productivity up to 60% better than their peer group average • This provides lessons for other institutions trying to meet fiscal challenges What implications does this have for the UMASS system? 10
- 11. Degree Productivity- “fourpronged approach” How do your 8 initiatives address these areas? What’s missing? 11
- 12. Degree Productivity Five Strategies • Helping Students to Graduate - 4 Year Program Graduation Rates: 37 – 62%: Increasing this rate through ―structured pathways, effective student support, effective placement, college preparation and more Raising • Reducing non productive credits Matriculation - ―Excess crediting‖ adds to the cost of a degree and diminishes productivity. This can be addressed by tutoring, tracking and intervening, transfer Rate policies to conserve credits, …. • Redesigning instruction Reducing Cost - Top institutions reduced cost 17 – 26% without compromising per Student degree quality (avg. spend $7k per FTS- full time student equivalent) • Redesigning core support services - Top institutions introduced lean processes, organization redesign and better purchasing (avg. spend $9k per FTSE) • Optimizing non-core services and other operations - Focus on critical services, insure they are generating a surplus and eliminating non critical services Source: McKinsey 12
- 13. Gartner Contribution Focusing onDegree Productivity Our 2012 Higher Education Agenda Answers Critical Questions • How is technology changing the global education ecosystem and impacting the future workforce? • How should institutions invest in skills, applications, systems and infrastructure? • How should institutions strategize and govern to make the most out of technology? UMASS is facing these opportunities today?
- 14. Our 2013 KeyInitiatives Supporting Your Eight Initiatives 14
- 15. Gartner’s Contribution Increasing DegreeProductivity 15
- 16. Gartner Higher EducationResearch Resources (short list) The Higher Education CIO's Role in Marketing Higher Education CIOs Guide to Business Processes Improvement Organizing for Success: A Higher Education CIO Overview to Implementing Lean in IT Decisive Leadership and the Higher Education CIO More Than a Dozen Ways to Save Technology Money in Higher Education Institutions Concrete Governance in Higher Education: How a Simple Three-Layered Portfolio Approach Enables Sustainable Decisions Strategic Direction and Timing in Education: Mashing Up the Strategic Technology Map and the Hype Cycle Three Simple Tools for Building Trust: A Key to Sustainable Decisions in Higher Education A Proven Simple Visual Tool to Aid the Service Portfolio Dialogue Between Higher Education Stakeholders Best Practices in Pragmatic Service Catalog Development for Higher Education Four 'Business Model' Scenarios for Higher Education: An Introduction to Strategic Planning Through Storytelling Achieving Higher Education Institutionally Aligned, Sustained and Cost-Effective IT Decisions via 'Red Thread' Linkage Tools Q&A: The Role of CRM in Higher Education Student Life Cycle Management Key Issues for Higher Education, 2011 A Review of 2010 Higher Education CIOs' Agenda: New Demands on Modernization, Productivity and Growth
- 17. Our mission isto equip CIO’s and senior IT executives with the tools and insights they need to deliver exceptional business results for their organizations and develop themselves as successful business leaders 17
- 18. Value Proposition Service Deliveryin Your Context Unique Insight A service delivery team focuses on your initiatives Into the CIO Role • Membership starts with a Get Expert input – 50 CIO Member Value Plan, a road map Analysts of how Gartner will work with you on your key initiatives A keen focus on • Access role-relevant research on your key initiatives, on • All substantive interactions your key initiatives demand (including inquiries, meetings and workshops at events) focus on throughout your • Call Gartner experts to gain your key initiatives new insights as your priorities membership evolve • Your team understands your priorities and delivers Gartner • Share key research with your insight in your context work team to brief them on your top initiatives Unparalleled • Attend Symposium and CIO Forum workshops focused CIO Community on your key initiatives Collaborate and interact with your peers • Largest CIO community—4,000 members and New England HE CIO Network • Interact with fellow CIOs with similar key initiatives—at events, through facilitated peer networking and online 18
- 19. Typical EXP EngagementModel CIO and Signature Personal Value coaching Workshops, 1-1 discussions, Research networking participation, onsite Events analysts, EB Day Research, analyst inquiries, peer connections Time • Each client relationship is tailored to the needs and goals of the CIO organization and personal goals of the CIO 19
- 20. Executive Programs Defined Agreeand build engagement plans around your key initiatives: • Agree on frequency of staying in touch and type of support needed most • Monthly strategy calls resulting in shared action items • Four On-site Strategy Meetings with EP (can include direct reports/team/group) • Analyst Strategy Calls and Guidance (can include direct reports) • Contextualized Research Responses aligned to value plan • Events (CIO Forum and Symposium, Local CIO roundtables) and Peer Networking • Research alerts, pushes, quick support, Gartner website resources, alerts, tools, templates, Webinars, etc. Type of Activity Frequency Examples Average On-site/Executive briefing Strategic Engagements 1 per quarter On-site Working Sessions/Updates (face-to-face) Workshops (deep dives w Team) Events (yours and Gartner’s) Strategic Communications Monthly Calls, follow ups, planning, insights Written Responses Staying Engaged 1-3 per month Research Contextualization Topic Specific Consultation Peer Networking Analyst Inquiry, Expertise, Alerts Contract/Document Reviews Ongoing Engagements 1-5 per month Research Requests Vendor, Product Updates Market Directions, Emerging Trends
- 21. EP BIO –Professional CV Current Biography Add EP bio Professional Background Education
- 22. Focusing on TopClient Priorities What initiatives can increase the ―business‖ relevance of IT? Innovation and IT Strategy/ IT Organization of Cost/ Operational Business Growth Business Alignment the Future Improvement Gartner’s Focus Areas Application Development Business Intelligence & Information Management Business Process Improvement CIO Enterprise Architecture Infrastructure and Operations Application Portfolio Management Security and Risk Management Sourcing and Vendor Management Typical Activities Typical Activities Typical Activities Typical Activities Working Sessions with EP Working Sessions with EP Working Sessions with EP Working Sessions with EP Best Practice examples Analyst Inquiries Analyst Inquiries Workshops Peer Connect Peer Connect Research Digest Analyst Inquiries Gartner Consulting Workshops 22
- 23. Client priorities andexamples of value Gartner can deliver PRIORITY VALUE OF EXECUTIVE PROGRAMS • Understand key market players via Magic Quadrants, access to Gartner Experts Choosing the right (analysts and EAs/EPs) partners • CIO networking • Contract reviews by Gartner Experts (Terms/Conditions, Pricing etc. – including a written review) Negotiating the best deal • Cost Optimization Reports • Guidance to shorten the decision cycle • On-demand networking via AND Facilitated networking by assign Service Delivery Understanding team industry best • Access to exclusive ExP events including VIP access at Symposium providing access to practices the world’s largest network of CIOs Focus on the CIO’s • On-site sessions with assigned Service Delivery to address key initiatives agenda • CIO Signature provides access to onsite workshops for the CIO and their team Professional • Access to Experienced technology leaders to provide career coaching and professional development development guidance 23
Editor's Notes
- #3 Technology is transforming the education ecosystem, challenging long-held organizational structures, as well as the very concept of formal education as it has been known. CIOs should recognize the changes and develop strategies to balance the opportunities that changes in technology have brought to education with the challenges of efficiently managing an education technology portfolio.Key FindingsConsumer technologies are prevalent in the general education community.Mobile technologies have untethered students and staff from traditional communal gathering spots.Consumerization and mobility are reflected in the preferences and practices of IT customers, and impact the selection of and participation in education services.
- #14 In this era of technical turmoil and reduction in cost of both production and distribution of tools and services, the education ecosystem is heavily impacted. The education ecosystem is expanding as new players enters the market and old ones find new roles. The vantage point Gartner use for the education ecosystem is the traditional institutions that consciously design education for the purpose of educating citizens. This means that we put K-12 and higher education at our core. In the next layer, we look at continuous learning where we place players such as statistics.com and Microsoft certification. The next layer again contains tool providers such as Blackboard and McGraw-Hill. And in the final service provider layer we place players such as Moodlerooms and International Baccalaureate (IB). One of the key trends in expanding this ecosystem over time has been that core institutions are increasingly leaving a do-it-yourself strategy in order to seek vendors and even partner to help them fulfill their mission (the hired hand). Another key trend is that boundaries are blurring and as the education business is growing players try to change roles to get a larger share of the market. As a consequence, we can see several players on the boundaries moving from one layer to another and actively looking to enhance their capabilities by forming alliances.