Sym25 id2g-sym25 id2g-104_lowendahl_os

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

#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

#GartnerSYM
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.

#GartnerSYM
#GartnerSYM
IT is a Team Sport

#GartnerSYM
 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"

#GartnerSYM
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

#GartnerSYM
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!

#GartnerSYM
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
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

#GartnerSYM
 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:

#GartnerSYM
"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)

#GartnerSYM
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

#GartnerSYM
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?
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

#GartnerSYM
 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:

#GartnerSYM
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
Customized Top 10 List of Strategic
Technologies in Education,"
G00266993
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

#GartnerSYM
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).
"Financial Slowdown Emphasizes Budget-Planning Effectiveness in Higher Education: But It's About Yield, Not Cost" (G00155546)

#GartnerSYM
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
Financial value
Nonfinancial value
Innovation ratio
IT skills
IT morale
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
Financial value
Nonfinancial value
Innovation ratio
IT skills
IT morale
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
Financial value
Nonfinancial value
Innovation ratio
IT skills
IT morale
Global
1
2
3
4
5
9
1
2
3
4
5
7
6
8
Use of IT Performance Metrics
34
54
32
18
17
18
20
13
49
37
41
49
41
44
38
26
17
9
27
33
41
37
42
60
Financial value
Nonfinancial value
Innovation ratio
IT skills
IT morale

#GartnerSYM
 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:
"If you want good governance
You need something to govern"

#GartnerSYM

#GartnerSYM
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!!!

#GartnerSYM
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?
4%
25%
51%
20%
5%
34%
45%
13%
or not
Education Global
4%
25%
51%
20%
5%
34%
45%
13%
or not
Education Global

#GartnerSYM
 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:

#GartnerSYM
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
Free cash flow
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."
22%
44%
15%
13%
5%
68%
16%
32%
14%
19%
6%
24%
68%
31%
75%
71%
90%
13%
Net present value
Free cash flow
Strategic value
Education
Used to select and prioritize investments
Monitored during execution and postimplementation
Do not use
Net present value
Free cash flow
Strategic value

#GartnerSYM
 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:

#GartnerSYM
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.

#GartnerSYM
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."

#GartnerSYM
 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

#GartnerSYM
 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:

#GartnerSYM
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
Not relevant
right now
On the radar,
but no action planned
In midterm
or long-term planning
Actively
experimenting
Have already invested
and deployed

#GartnerSYM
 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:

#GartnerSYM
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

#GartnerSYM
The Extreme Team
— Leverage Emerging Team Technology
Data
Relation
Insight
Cognitive GraphPreingested Corpora
Data

#GartnerSYM
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

#GartnerSYM
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

#GartnerSYM
Making Use of Data Will Determine the Future
of the Education Ecosystem — The Declara Approach

#GartnerSYM
 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:

#GartnerSYM
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

#GartnerSYM
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
 Concrete Governance in Higher Education: How a Simple Three-Layered Portfolio
Approach Enables Sustainable Decisions
 Hype Cycle for Education, 2015
Some documents may not be available as part of your current Gartner subscription.
For more information, stop by Gartner Research Zone.

#GartnerSYM
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
– 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
– 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
– http://www.gartnereventsondemand.com/session-video/SYM23/04b
Some documents may not be available as part of your current Gartner subscription.

#GartnerSYM
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

#GartnerSYM
#GartnerSYM
The End

#GartnerSYM

Sym25 id2g-sym25 id2g-104_lowendahl_os

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (20)

Similar to Sym25 id2g-sym25 id2g-104_lowendahl_os

Similar to Sym25 id2g-sym25 id2g-104_lowendahl_os (20)

Sym25 id2g-sym25 id2g-104_lowendahl_os