Higher Education: CIOs Are Driving Transformation to ...navineer.com/wp-content/uploads/2017/06/CIO-Sensei-University.pdf · Those CIOs that measure their success and impact by uptime

HigherEducation:CIOsAreDrivingTransformationtoAccelerateValue

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ByTonyPagliarulo,KenLeBlancandBarbaraDeLoureiro



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The Higher Education business model – in fact the entire Higher Education ecosystem – has undergonesignificantchangeinthe lasttenyearswithnosignsofslowingdown. Technology istheenginedrivingthatchangeandProvosts,Administrators,FacultyandstudentsallexpecttheirITshopstokeepup,orbetteryet,stay ahead. Technology enables the attraction and retention of students, the research process and thedistancelearningrevenuestream.Italsopervadestheclassroomteachingexperiencewithdigitalwhiteboardsandadaptive learningtechniquescreatingauniqueexperience forstudents.Technology–mobileandsocialplatformsinparticulardriveshowstudentsengagewiththecollegeandotherstudents.Radical innovations in technology coupled with the increased expectations of educators, students, andknowledgeworkersintoday’sageofinstantgratificationhaveamplifiedtheimportanceofITtotransformandrespond to these new drivers: consumerization, hyper-convergence, social, “mobile everything”, cloud andanalytics.ThisphenomenonandthemandatetodelivercompetitiveadvantagethroughthedigitizationofcoreprocessesishavingadirectimpactonhowHigherEducationITorganizationsoperateanddeliverservices.HigherEducationITorganizationsofallsizesarefacingamonumentalsetofchallengesandincreasedpressuretointroducedifferentiatedcapabilities,whiletheyalsocontinuetodeliverreliablecoreserviceswithreducedbudgets.Unfortunately, many Higher Education CIOs find themselves strapped with complex legacy systems, fewmobilecapabilities,minimaldigitization,andaproliferationofmanualprocessesactingashurdlestodeliveringcapabilities.TheirITshopshaveadedicatedstaff,howevertheyfrequentlylacktherightskillsetsandinsomecases the right “change behavior” to adopt and adapt to new technologies and ways of working. Feudalbehaviorsbetween ITandthedepartment functions fuel the frictionbetweentheadministration,academia,and IT on how best to leverage and invest in technology resulting in an ever expanding portfolio ofdepartmentalbuilt, boughtoroutsourcedapplicationsor “shadow IT”. OneCIOcommented that theyareineffective“flyswatters”whenitcametocontrollingshadowIT.ThemosteffectiveHigherEducationCIOsknowhowbesttofocustheirresourcesontoppriorities,proactivelytake pragmatic steps to provide value added services, and collaborate effectively with their peers if theyexpecttobesuccessful.CIOSensei,aleadingboutiqueITAdvisoryfirm,conductedaseriesofinterviews,pollingCIOsandITExecutivesfrom a range of institutions from small private colleges to large public universities and completed externalresearch to get a sense of the common challenges, strategies and practices IT leaders are employing tomeasure effectiveness anddeliver services. The research identified a common set of challenges, goals andobjectivesandleadingpracticesappliedbyhighperformingHigherEducationITorganizations.


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HigherEducationITChallengesInterviews,clientcaseexperienceandexternalresearchidentifiedthefollowingcommonHigherEducationITchallenges:When speaking to Higher Education CIO’s about their top priorities and challenges a number of consistentthemes emerge. Maintaining a complex portfolio of Legacy Systems while trying to introduce newcapabilities istopofmindformostCIOs.TheyplagueeveryITshop,butsuccessfulCIOshavetakenstepstomodernizelegacysystemsandusethemasafoundationtodelivernewcapabilities.Inaddition,theexplosivegrowthofdataandburgeoningdepartmental“shadowIT”systemsareintroducingsignificantintegrationanddataintegrityproblemsandaninabilitytodeliveradvancedanalytics.Second,CIOsneedtoensurethattheyhaveaStrategy,whichisalignedwiththeobjectivesoftheinstitution,anddemonstrateValueCreation.CIOsneed toprovide“value”back to the institutionanddemonstrate thebenefitsof their IT investment. They still need toefficiently “keep the lightson”andprovide core servicesensuringpeoplegetpaid,classroomsareadequatelyequipped,facultyandadministrationhavereliableemailservices,andtuitionfeesarecollected.However,asacademictechnologytakescenterstageinprovidingnewopportunities inhowprofessorsteachandhowstudents learn,the importanceoftheuser“experience”andprovidingaplatformtoseamlesslyaccessandshareinformationbecomesevenmorecritical.CIOscontinuetostrugglewithWorkforceEnablementandareveryconcernedwithattracting,retaininganddeveloping the talentwithin their organizations. They often have an agingworkforce that is still needed tosupport20thcenturylegacysystems,yetdifferentskillsarerequiredtodelivernewtechnologies.Inaddition,excellent communication skills, process expertise and the ability to lead change are now requiredcompetenciesforITemployees.Finally,theHigherEducationoperatingmodelhassignificantlychanged,forcingITleaderstoestablishstrongpartnerships and Engagementwith their internal stakeholders and constituents. Successful CIOs proactively

LegacyInfrastructure:Maintaininglegacyapplications&infrastructure,managingcomplexityanddeliveringhighlyreliablefoundationalservices.Explosivedatagrowth,sprawlandlackofintegrationareanincreasingproblem.

ValueCreation:Ensuringalignmentwiththechanginggoalsandobjectivesoftheinstitution,facultyandstaffwhileintroducingtransformativecapabilitiestodigitizeoperationsandaccelerateeducationalandadministrativeoutcomes.

WorkforceEnablement:Attracting,developing,andretainingaworkforcepossessingtheskillsrequiredtodayandforthefuture.

Engagement:Developingastrong,trustedpartnershipwiththeinstitution’sdepartments,faculty,andacademicleaders.


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reachoutandbuildstrongrelationshipswiththeProvost,academicandtheadministrativedepartments.Thisdynamicposesbothnewpersonalchallengesandorganizationalopportunities.

HowCIO’sCanAddValue

So what should Higher Education CIO’s do to stay relevant and continue to add value? This paper sharesleadingpracticesimplementedbysomeofthemostsuccessfulCIOs,highlightsareaswheretheycontinuetostruggle,andhowtheycangetorstayaheadofthepackinaleadershipposition.

Byfocusingonfourfoundationalpillarsandcorecapabilities,CIOscansuccessfullyrespondtotheseexpandingexpectationsandfundamentallytransformtheirITorganizationintoaprogressiveenableroftheinstitution’sstrategy:

1. Effectiveness:EffectiveITorganizationsmeasurethemselvesbasedonhowtheydeliverservices,

provide support to their user community and deliver projects. They are recognized forcontinuouslyinspectingtheiroperationforopportunitiestodriveoutwaste,eliminateoroptimizenon-valueprocesses,andautomaterepeatableactivitiestoimprovequalityandspeed.

2. OperatingModel: AscalableITOperatingModelconsistsofGovernance,Organization,Practicesand Processes, and Performance Management. When properly aligned with an institution’sstrategy and mission, the IT Operating Model can ensure the school’s desired outcomes arerealized.Proactiveanddynamicengagementwithinternal&externalcustomersiskeytobuildingcollaborativepartnerships.

3. TechnologyPortfolioSimplification:Legacysystemsandtheirassociatedtechnicaldebtcontinueto distract IT organizations and their ability to keep pace with new demands and expectations.Minimizingthe limitationsofexistingsystemscombinedwithapragmaticmovetoamodernizedarchitecture is key to developing new capabilities. Introducing data governance and improvingdataqualityisoftenapre-requisitetoimprovedanalyticsandintegration.

4. Efficiency: Running IT “as a business”, leading CIO’s have a solid grasp of their organization’sfinancialperformanceandhaveprovenpractices inplace to ensure rigor isapplied tomanagingtheir budget. Managing the entire IT budget (labor, vendors,maintenance, capital) is no longerthe “finance” organization’s responsibility, and is foundational to a CIO being able to makeinvestmentdecisionsthatbestalignwiththeinstitution’sobjectives.


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1.Effectiveness:Senior administrators and institution leaders expect 100% uptime and reliability of e-mail and networkservices,anddemandaccesstotheirdataandcontentinanyformfactorthroughaseamlessuserexperience.Theconsumerizationof IThaschangedtheexpectationsofknowledgeworkers,staffandstudents forever–usersnowexpecta“oneclick”experienceandubiquitousaccesstoinformationonthedeviceoftheirchoice.ThesuccessfulCIOsinterviewedaretakingstepstomeasuretheireffectivenessinnewways.Understandingtheuserexperienceand“customer”sentimentiskeytoreallygaugingtheeffectivenessofanITorganization.ThoseCIOsthatmeasuretheirsuccessandimpactbyuptimeandhelpdeckticketclosuresalonearecreatingafalsesenseofsuccess.SeveraloftheleadingCIOsinterviewedaregaugingvaluebytakinga“TotalCustomerExperience”approach,where their customer is the faculty, student,andadministrativedepartmentknowledgeworkers. For theseuser groups they are tracking the user experience for core processes by capturing real time feedback fromstudentsastheyregisteredforclasses,andalsomeasuringtheefficiencyoftheseprocessestoprovideamuchbetterbasisforcapturingtheeffectivenessofITcapabilitiesbeingdelivered.Anothermechanismtocaptureusersentiment isthroughsurveyswithsimple,consistentquestionsadministered inregular intervalssothatimprovementscanbetrackedovertime.Another CIO takes a full lifecycle view, working with the Admissions department to capture the listings ofprospective students and maintaining long-term historical data. By tracking prospective students as theyprogressfromstudenttograduatetoalumnus,andultimatelytheircontributionstotheschool’sendowment,they can determine the “Total Customer Value”. This life cycle approach is helping to track student’sinteraction throughout their matriculation and beyond, proactively identifying issues, when and wherestudentsmightbehavingdifficultywithgradesorpaymentsandprovidingresourcestostudentsandparentstohelpkeepstudentsinclassandeventuallygraduate.AsthepressuremountstomeasureHigherEducationontuitionROI,itisbecomingevenmoreimportanttoprovidetoolsandresourcestohelpstudentsgraduatein4years,findmeaningfulemploymentoradvancetograduateschool.EstablishingastrongProjectManagementframeworkandmethodologywasanotherwaytoincreasetheeffectivenessofsomeHigherEducationITorganizations.LeveragingaconsistentProjectManagementframeworkthatconsistsofaclearscopestatement,schedule,budget,andriskassessmentandisadaptabletovariousdeliverymethods(waterfall,agile,etc.),drivesrigor,improvestransparency,predictability,andoutcomerealization.OnesuccessfulCIOataneliteLiberalArtsCollegehasestablishedastrongProgramManagementoffice,whichhasbeenadoptedacrosstheinstitutionfornon-ITprojectsaswell.AnothernewCIOinheritedabacklogofover200itemsthatvariousstakeholdershadrequestedofIT.Byimplementingagoverningbodyofinstitutionleadersandaprojectmanagementframework,theywereabletoprioritizethedemandandsetrealisticexpectationsfordeliveryalongamutuallyagreedupontimeline.Intheseways,ITorganizationsbuildcredibilityandtrustwiththeirinstitutionalstakeholders,whichisthebasisforthepartnershipneededforsuccess.


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Consistentcommunicationandengagementwithkeydepartmentstakeholdersisalsocriticaltosuccessfulprojectdelivery.CIO’sthatmarkettheirprogramsand“sell”thebenefitstouserscancreateexcitementandanimprovedbrand.Forexample,oneCIOpromotedthepositivefeaturesofcloudbasede-mailandstorage–ubiquitousaccess,improveduserinterfaceandenhanceduserexperience,todrivesupportforhischangeeffort.Thefollowingleadingpracticeswereidentified:

2.OperatingModel:LeadingCIOshavedevelopedanITstrategyinconjunctionwithorganizationleadersthatisstronglylinkedtoandenablestheachievementoftheinstitution’sgoals.Asoundstrategyisalsoadaptabletoanever-changingacademicand technology landscape tobe relevant. OneCIO took theopportunityof theappointmentofanewUniversityPresidenttobuildapartnershipandcreateanITstrategythatwasintegratedintothestrategicplanningprocess.ACIO’ssuccess–organizationallyandpersonally– isstronglytiedtotherelationshipstheyhaveestablishedacross the institution and externally to other institutions and technology partners. Funding, departmentalinvolvement in projects, CIO participation at C-level forums, and technology costs are all influenced by therelationship with IT and in most cases, the CIO directly. Leading CIOs in our study revealed they spendupwardsto50%oftheirtimenurturingrelationshipswiththeProvost,Academia,andAdministratorsaswellasactivelyparticipatinginHigherEducationforums.Asinstitutionalconsolidations,sistercollegepartnerships,andcooperativecollaborationscontinuetogrow,so toowill theCIO’s relationshipbuildingskillsneedtobeperfected. The most successful CIOs and their top performing IT employees are constantly honing inter-personalrelationshipbuilding,communicationandsoftskills.Anagingworkforceandtheirorganization’sabilitytoadapttoconstantchangewasaconcernraisedbyeveryCIO.Changingtheattitudesofstaffthatwerelongtenuredorjustwantedtobe“inby9:00andoutby5:00”frustratedoneCIO. To curb thisbehavior,oneCIOhasmobilizedahighly visible “changepositive”programwherestaffare incented toproactively introducechange. Allagree that thepaceofchange isaccelerating,demanding an evolving set of high priority skills and an organization that can adapt quickly. Attracting and

• Implementa“TotalCustomerValue”ecosystembymeasuringandcommunicatingusersentimentandsatisfactionscores.Capturethisdatarealtimetoproactivelyaddressissues.

• Focusonimproveduserexperienceandincreasedself-service

• EstablishastrongProjectManagementframeworkandmethodology

• ProactivelyengageuniversitystakeholdersinITgovernance,includingdemandprioritization,staffallocation,dataquality,androadmaps.

• Providetimely,clearcommunicationsinaformattargetedforspecificaudienceconsumptionthatusescommonlyknowntermsandavoidstechnojargon.


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retaining staff with the right skill sets is challenging while also retaining the tribal knowledge of staffapproaching retirement. While there are no quick fixes or easy answers, successful CIOs are makingorganizationdevelopmentandworkforceplanningatoppriority.OneCIOisexperimentingwithtemporarilyrotatingITstaff intotheuniversityadministrativedepartmentstoimprove their functional skills and increase their empathy for their customers. Another CIO identified highperformers that were supporting technology that was being phased out and provided options to theemployees to get trained by attending industry conferences in new technologies that were needed. Thisapproachretainedcritical tribalknowledge,andalsosetanexample for the IT teamthat theuniversitywaswilling to invest in their employees if they were willing to adapt to the evolving technology landscape.Obviouslytheharderscenarioisprovidingalternatecareeroptionsforthosethatarenotopentolearningnewskills.ThatiswhyfosteringanenvironmentwheretheorganizationisopentochangeremainsahighpriorityandaconcernofmostCIOs.Thefollowingleadingpracticeswereidentified:

3.TechnologyPortfolioSimplification:Maintainingacomplexlegacyenvironmentconsumesalargeportionofresourcesandcanpresentabarriertointroducingnewinnovations.Customcode,antiquatedtechnologiesinflexibletochange,andlimitedin-houseandvendorsupportarejustafewofthemanychallengeslegacysystemspresent.Frequentlyimplementedbya predecessor, they often have a negative perception throughout the institution and are nearly alwaysincludedinCIOanswerstothe“whatkeepsyouupatnight?”question.Enterpriseresourceplanning(ERP)systemsandothercoreapplicationsareoftentheenginethatenablescoreprocesses for the college. Theymay not be pretty or have slick, eloquent user-friendly interfaces, but theyenable critical processes andoperations. There is a silver lining that legacy systemshold that leading CIOsrecognize–thedataneededtosupplymanyofthenewer,modernapplicationsarehousedinthosecomplexlegacy systems. If successfully harnessed, ERP data can enable new technology implementations includinganalyticsandmobileapplications.SuccessfulCIOslookattheirERPsystemsintermsofhowtheyenablethe

• CollaborativelydevelopITstrategywithSeniorAdministrationanddepartmentsinsupportoftheinstitution’sstrategyandobjectives.

• Fosterstrongrelationshipswithkeyconstituentsacrossandexternaltotheinstitution.

• Instituteaforward-looking“WorkforceoftheFuture”HumanCapitalManagementplanaccountingforretirement,legacysystemsupport,andrequirednewskillsets.

• DiversifythecollectiveexperienceoftheorganizationwithamixofHigherEducationandCorporateITexperiencetobuildaculturethatisadaptabletochange.

• RotateITstaffintootherdepartmentsontemporarybasisandseekexternaltrainingopportunitiestoimproveskillsandtechnologycoverage.


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school’s strategicdirectionanddesiredbusinessoutcomes. Student retentionanalyticsoriginate in theERPandthesameistrueforfacultyandalumnidata,budgetandforecastingdataandsoon.TheleadingCIOshaveunlockedthepoweroftheselegacysystemsbybuildingrobustintegrationandanalyticsplatformstofederateandsharethisinformationinconsumer-friendlydashboards.Leading CIOs also position these systems on technology replacement roadmaps, albeit perhaps long-rangeones. Havingasolidstabilizationplan,coupledwithanapplicationmodernizationplan,canhelptomitigatethosesleeplessnights.InconjunctionwithdevelopingorupdatingtheITstrategy,portfoliorationalization–applicationandtools–isakeyactivity.AnumberofCIOshaveinitiatedrationalizationinitiativeswithvaryingsuccess.Forapplicationrationalization, plotting applications on a simple two-by-two matrix was an effective way to determineapplicationvalueandhighlightredundancyinfunction.MorethanoneCIOwasusingguidancefromGartnerand plotting applications on “Degree of Differentiation against Business Outcomes Value” as well as othermatrices,toolsandtechniques.Similarapproachesweretakenforinfrastructuretoolrationalization.Complex infrastructure, networking and aging data centers was also a common problem identified byinterviewrespondents.AdoptionofCloudtechnologyandserviceshaslaggedinhighereducationinstitutions,however,thatparadigmischangingrapidlyandleadingHigherEducationCIOsareaggressivelymovinge-mail,storageandapplicationstothecloud.SeveralCIOshave,orareintheprocessof,shuttingdownon-campusdatacentersandgettingoutoftheinfrastructurebusiness.Instead,theyarefocusedoninvestinginexpandingwirelessaccessandimprovingend-userservices.Thefollowingleadingpracticeswereidentified:

4.Efficiency:Deliveringvaluebacktotheuniversityisjobone,howeverunderstandingthedetailedcostsrequiredtodeliverIT services is foundational to thatgoal. In termsofmeasuringharddollar savingsandbenefits, leadingCIOsimplementastrongfinancialdisciplinewhereeach investment isstronglyalignedtotheoverallstrategyandsuccess ismeasuredquantitatively. Developingbusinesscasesandanunderstandingofhowthe investmentfitsinIT,academic,andadministrativeroadmapsisanecessity.OneCIOestablishedaninteractivegovernanceframeworkwith administration and faculty resulting in a shift in spend and capacity to decrease the “run”

• Introduceanapplicationandinfrastructureportfoliorationalizationplanandpositionsystemsontechnologyreplacementroadmaps.

• ExplicitlyincludeSocial,Mobile,Cloud,Information,andSecurity&emergingtechnologieswithintheEnterpriseArchitectureroadmap.

• Takea“Today’simplementationistomorrow’slegacy”approachtodevelopmentandsupport.

• PromoteInnovationbybeinganactiveBetasiteforkeytechnologypartners.


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investmentandincreasethe“growandtransform”investments.ManyoftheCIOsinterviewedreporttotheCFO,wherefinancialdisciplineismandated.SharingITcostsinaconsumableandtransparentfashioniscriticaltomaking investmentdecisionsandallocatingresources. FewCIOshadmovedtoa fullcharge-backmodel,butmanyhavebegunthejourneybymovingto“showing-back”costsbyservice.Valueidentificationisalsooftenanartinthatitisdeterminedby“theeyesofthebeholder”–theeyesinthiscase, being those of the students, faculty, and administrators. Leading CIOs are using “a day in the life”approachtoprovidingvalue. Lookingathowstudents interactwithtechnologythroughouttheir typicaldayhighlightstheneedformobileappsandopportunitieswhereITcanprovideimmediatevalue.The pressure to contain or reduce operating costs and demonstrates ROI on tuition education dollarsintroducesanewopportunityforCIOstodemonstratevaluethroughtheintroductionoftoolsandtechnology.Automationof formermanualprocessessuchasapplicationtrackingand introducingself-servicecapabilitiesto support the student lifecycle, i.e. introducingmobile apps for students to register for classes and selecthousing,isbecomingmorecommon.Thefollowingleadingpracticeswereidentified:

BenchmarkingwithMaturityFrameworksCIOscanimprovetheirorganizationalcapabilitiesandvaluecontributionstotheinstitutionbyimplementingsomeoftheprovenleadingpracticesusedbysuccessfulCIOs.Thatbeingsaid,gettingasolidunderstandingofthecurrentstateofyouroperationandhowITisperceivedatyourinstitutionisacriticalfirststep.Howdoyourcustomersreallyfeelabouttheservicesandcapabilitiesyouprovide?Areyoudeliveringnewinnovationsto“movetheneedle”andbeperceivedasavaluedriver.Whatisthe“brand”ofyourITorganization?OnetoolthatITLeaderscanusetogetabaselineoftheircurrentstateandbenchmarktheireffectivenessistheHigherEducationITMaturityFramework.MaturityFrameworksareacommonmethodtocompletebothquickandhighlevelbenchmarksandcanalsoserveasastartingpointforadetailedassessmentofthe

• Run“ITasabusiness”,guidedbyaclearlydefinedfinancialmetricsframework.

• Create“costperservice”modelandregularlybenchmarkingagainstpeers.

• Adopta“Customer”centricapproach:Use“DayintheLife”requirementsmethodforstudent,faculty,administrators.

• Establishastrongvendormanagementfunction,includingguidelinesforbuild/buy/subscribeandon/offpremisedecisions.

• QuantifyandmeasurethevalueofITinvestmentsandbepragmaticinthisapproach.• Striketherightbalancebetweentransformandrun/keep-the-lights-onprojectsand

investments.


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organization.UsingaMaturityFramework,onecanassesswhereyouare,determineanappropriateleveltoattain,andthepragmaticstepstotakewithinrealistictimeframestoachievethoselevels.Baseduponthisstudy,CIOSenseidevelopedthefollowingHigherEducationITMaturityFramework.

HigherEducationITMaturityFramework

Table1

Foreachofthefourcapabilityareas,aseriesofleadingpracticeswereidentifiedwhichITorganizationsarescoredagainsttodeterminewheretheyfallonthematurityscale.ThisbenchmarkstudyisincludedinITassessmentanddiagnosticofferingsprovidedbyCIOSensei.

TheGoodNewsOurinterviewsanddiscussionswithinstitutionPresidents,ProvostsandSeniorAdministratorsconfirmedthattechnology is a critical component to their success and that they aredependenton their IT organization tomeet their strategicgoalsandobjectives.College leadership iswilling to invest in technology, so the time isripeforCIOstoseizethisopportunity.ThebestCIOsknowtheiroperation,wheretheyneedtobringtheirorganization,themselvesandhowtotakepragmaticstepstoreachtheirgoals.TransformingITinHigherEducationisnon-negotiableforinstitutionstocontinue to meet their goals and objectives and adapt to this dynamic environment. Successful HigherEducationCIOsarepartneringwiththePresidentandSeniorLeadersoftheinstitutiontotransformthewayITworksandareanintegralpartoftheirinstitution’ssuccess.


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AboutCIOSensei,LLC CIOSenseiisanITadvisoryfirmcomprisedofformerCIOs,ITPractitioners,andBusinessExecutiveswith“realworld” experience successfully leading organizations and delivering business results. Our experiencedteamcombinesstrategicthinkingwithapragmaticapproachtoacceleratevaluerealizationforourclients.Pleasevisitusat:www.ciosensei.comFormoreinformationonhowCIOSenseicanhelpmakeanimmediateimpacttransformingyourorganization,contactusat:[email protected].

References:

• Top10ITIssues,2016,Divest,Reinvest,andDifferentiate.”EDUCAUSEreview,2016.• “TheNMCHorizonReport:2016HigherEducationEdition”NewMediaConsortiumandEDUCAUSE,

2016.• “6TechTrendsonCoursetoReshapeHigherEdby2020”,EdTechMagazine,March2015.• “TheFutureModelofHigherEducationIT”,CenterforDigitalEducation,2013.• “NextGenMichigan”,UniversityofMichigan,http://nextgen.umich.edu/• InterviewswithHigherEducationCIOs,ClientCaseStudiesandparticipationinvariousindustryforums

fromApril–July2016.

Higher Education: CIOs Are Driving Transformation to ...navineer.com/wp-content/uploads/2017/06/CIO-Sensei-University.pdf · Those CIOs that measure their success and impact by uptime

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