Quarterly Review Meeting #4 30 June 2008 Welcome!

Quarterly Review Meeting #430 June 2008

Welcome!

MORNING Goals Situation Report Moving Forward Technology Trends X-Sourcing

AFTERNOON Cellular Strategy Storage Futures OIM Update Catalyst Update The Agile Org Wrap-Up

Meeting Goals

Understand Assess Frame Choices Debate

...Our future directions

Ron's Goals

Build a leaderful & agile organization & community

Figure out what to do

Figure out how to do it

Technology Goals

Lower institutional costs By reducing inefficiency By leveraging tech gains

Increase knowledge-worker effectiveness Any time/place/device

access to everything* Accelerate innovation by

reducing collab. latency

* For everyone, subject to access policies

I. Situation Report

“What's Happening Here?”

Quarterly Review Meeting30 Jun 2008

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Triple Whammy

Budget Earthquake

Culture Shifts

Technology Shifts

1. The Budget Earthquake

UW's Technology Funding Structure

2. Culture Shifts

1980sDecentralizedChaos

1990sCentralControl

2000sLoosely-controlledCommunity Chaos

Example:

Culture Shifts

Governance: Central → Community Resources: Central → Departmental Priesthood → DIY, disintermediation, social net. Engineering driven → Customer/market driven Technical excellence →Technical adequacy Build software → Buy/rent, borrow/customize Create solutions → Consult, broker, Integrate Core standards → Proprietary application silos Prescriptive requirements → Performance codes Internet wild-west → More regulation

3. Technology Shiftsespecially cloud computing

An instrument of “creative destruction”Schumpeter: Capitalism, Socialism and Democracy -1942

Technology Shifts Smaller/bigger, faster, cheaper, greener

(e.g. storage, network, cpu)

Enterprise driven → Consumer/commodity driven (e.g. laptops for the 2nd billion Internet users)

Thick clients, local hosting → SaaS, Cloudframes

Desk-centric computing → Mobility

Standards driven → Proprietary silos

Result: Shock and Uncertainty

The Elephant in the Room

What is the future of Central IT?

Seattle Times April 1971 Hwy 99

We're Not Dead Yet!

“The IT department is far from dead yet - and will play the central role in managing the shift to the utility model and the coordination between Web-based services and those supplied locally.”

-Nick Carr

Which is good news!

Flashback to October 2007 Remaining Relevant in Changing Times

Our commitment: It's all about discovery... and community!

Our passion: Help colleagues fully leverage the power of technology.

Our approach: "Progress through partnership"

Survival via Service & Collaboration

II. Moving Forward

“Now What?”

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Which Way?

Two things we know...

A Cure for the Triple Whammy?

1. Moving forward emotionally

2. Moving forward organizationally

3. Recognizing new opportunities

1. Moving forward emotionallyAttitude Control !

NASA knows how to do it!

Attitude Control for People...

Is a bit more problematic!

Fortunately we're not alone...

Community and Partnershipworks in both directions

CHALLENGE: Support each other!

2. Moving forward organizationallyLeadership for the New World Order

Does community leadershipmean we are no longer leaders?

FollowLead

Where should we be?

Engineering Driven Market Driven

Talk Listen

Balancing Different Roles

Community leadership → shared responsibility

We're all leaders now...

Which begs the question...

We're all partners now...

and... We're all Darwinians now

“It is not the strongest of the species that survived, nor the most intelligent,

but the one more responsive to change.”

--Charles Darwin

Two Key Strategies

1. Question Assumptions 2. Prioritize

Peter Drucker

“Management is doing things right; leadership is doing the right things.”

“There is nothing so useless as doing efficiently that which should not be done at all.”

"If we were not in this already, would we now go into it?"

And if the answer is "no," the next question should be: "How do we get out and how fast?"

-Peter Drucker, 1964

Managerial CourageRelentless review of products/services

Management Truths (Stephen Robbins)

When leadership doesn't matter (context does) Conflict

– Some of it is good– Biggest source of negative conflict?

Happiness – Environment or heredity?– Correlation between happiness & productivity?

Team composition– Not all are team-compatible or want a challenge– Hire smarts, dedication; match your culture

Team Composition:Map yourself, Hire your complement!

Communication

Control

Low

High

Low High

Also: strategic vs. tactical, ideal vs. pragmatic, etc

3. Recognizing New Opportunities(What comes after the creative destruction?)

A) Listen to partners

B) Focus on institutional efficiency & individual effectiveness

C) Tear down walls

D) Accelerate innovation (discuss in next section)

Tear down the walls... between people & resources

Times Places Devices

Applications Technologies

Organizations Communities

Top Takeaways

Triple Whammy

Support each other!!

We're all leaders now

Surprising mgt truths

Creative destruction brings new opportunities