Beyond 2010…
Thriving in the Era of
Collaboration
Brad Wheeler
Indiana University
© Brad Wheeler, Creative Commons Attribution 3.0
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IT Services
Today
Tomorrow
Special
Common
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IT Services
Today
Tomorrow
Special
Fast Digital Networks
Common
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Zayo Bandwidth Inc.
and I-Light awarded
$25M Broadband
Stimulus Grant
18-Feb-2010
Connect 21 Ivy Tech
Campuses to I-Light
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Networks Enable Collaboration
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What is your campus
strategy in this age of
networks?
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“…to achieve sustainable
competitive advantage by
preserving what is distinctive
about a company.
It means performing different
activities from rivals, or performing
similar activities in different ways.”
Porter, 1996
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But….
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Sustainable Competitive
Advantage? …Higher Ed?
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Education and Research
Our industry is different…
but is our behavior?
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Competitive Strategy:
“The essence of strategy is choosing to perform activities differently than rivals do.”
The essence of collaboration as
strategy is choosing to perform
activities similarly to partners
…and driving down costs via leverage.
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What is Collaboration?
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EDUCAUSE members are prolific writers regarding collaboration
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An Unnatural Act
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“Collaboration is not he same as
cooperation. Collaboration
requires alignment around a
common goal. Collaboration is
about doing something together.
Collaboration only lasts as long as
the alignment around common
purpose lasts.”
James Hilton, U. of Virginia
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To “co – labor”
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Value $$
Challenge
Domains for Collaboration
Individuals
Departments Schools Campuses Institutions
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Value $$
Challenge
Experience Yields Improvement
Individuals
Departments Schools Campuses Institutions
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Why Collaborate?
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“Our academic leadership is increasingly
embracing the notion of coordinating business
objectives and leveraging resources with
other institutions and within our own
university.
The maturity of community source governance,
the stream of Kuali deliverables, and the
stature of the community members all
contribute to this. It really does represent a
breakthrough, not just for Kuali, but as a way
of thinking…”
Ted Dodds, University of British Columbia
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“In the process of [HathiTrust]
collaboration, participants are
forced to solidify their own
institutional goals… Bringing UC
point of view to the table has
involved examining our own goals.”
Heather Christenson, U. of California
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The New Normal
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Essential Tool for the New Normal
•
•
•
•
Achieve more…
Serve our mission…
Favorable economics (over time)…
Align institution to external environment…
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Leverage
$
$
$$
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2+2=3?
2+2+2+2=5?
Collaboration Math
John Norman, U. of Cambridge
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“The aspect of the Kuali Community that
Colorado State University is perhaps
most grateful for is the team of
exceptional technical folks who assist
one another with problems and issues,
on what seems almost a 24x7 schedule.
We are MUCH stronger together than
apart, and we have observed the
expertise of the group steadily spiral
upward as a result.”
Patrick Burns, Colorado State U.
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Co-Laboring towards the
Meta-university
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Charles M. Vest
President Emeritus, MIT
“…we are seeing the early emergence of a metauniversity – a transcendent, accessible,
empowering, dynamic, communally constructed
framework of open materials and platforms on
which much of higher education worldwide can be
constructed or enhanced.”
EDUCAUSE Review, May/June 2006, p. 30.
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Meta-university Collaborations
c
c
c
c
c
Textbooks
Learning
Administrative
PUBLIC
KNOWLEDGE
PROJECT
Library Books
Journals
Networks enable new coordination models …
…for aggregating resources to achieve goals
(Just to name a few…)
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Charles M. Vest
President Emeritus, MIT
“The meta-university will enable, not replace,
residential campuses, especially in wealthier
regions. It will bring cost-efficiencies to
institutions through the shared development of
educational materials. It will be adaptive, not
prescriptive.”
EDUCAUSE Review, May/June 2006, p. 30.
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Working in the Collaborative Era
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Redefined Higher Ed Ecosystem
Academic and Commercial
Participants
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e.g. Kuali Commercial Affiliates
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Collaboration Begins
at Home
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IT Services
Edge
Trust
?
Leverage
Trust
?
Edge
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IT Services
Edge
Trust
Leverage
Trust
Edge
The Extended IT Team
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IT Governance
“Specifying the decision rights and
accountability framework to encourage
desirable behavior in using IT.”
Weill & Ross, (2004) IT Governance, HBS Press.
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IT Governance Matrix
Decision
Types
Styles
IT
Principles
IT
Architecture
IT Infrastructure
Strategies
Acad/Admin
Application
Needs
IT
Investment
Academic/Admin
Monarchy
CxO Officers
IT
Monarchy
IT Professionals
Feudal
Campuses,Schools,Dept
Federal
Power Decides
Duopoly
IT + Campus/School/Dept
Agreement
Anarchy
= IU
= Best Corporate Performers
© MIT Sloan CISR
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IT Governance (2004) HBSP
Adapted for Higher Ed
Decision Rights
Input Rights
Enablement
Empowerment
Accountability Framework
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An IU Example
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“Hence the next IU IT Strategic Plan should be a plan to develop
the pervasive use of IT to help build excellence in education and
research in all disciplines, in administration, in IU's engagement
in the life of the state, across all campuses, and in collaboration
with IU's key partners such as Clarian Health and institutions of
higher education in the state.
IT Timeline
First IU IT
Strategic Plan
The plan
Adopted
Empowering
People
leadership in
services
Adopted
2nd IT Plan
Commissioned
should sustain IU's
and
infrastructure, while maximizing how these are leveraged to
build excellence in education and research. And the plan should
attempt
to take into
new waves of
 Implementation
 account the impact of the
Implementation
technology innovation in education
and research based on the
1998
2008 2009 2010
2014
best predictions and analysis that can be developed.”
•15 Recommendations
Charge
from President McRobbie
•72 Action Items
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April 2010
Bradley C. Wheeler
Vice President, Chief Information Officer and Dean
RESEARCH TECHNOLOGIES
Craig A. Stewart
Associate Dean
LEARNING TECHNOLOGIES
Anastasia S. Morrone
Associate Dean
COMMUNICATIONS and SUPPORT
Sue B. Workman
Associate Vice President
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April 2010
RESEARCH TECHNOLOGIES
Craig A. Stewart
Associate Dean
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Applications
Systems
Visualization
High Performance
Applications
Research Storage
Advanced Visualization
Lab
Open Science Grid
Statistical &
Mathematical Computing
Core Services
High Performance
Systems
Biomedical
Applications
Computational Biology
(CCC)
Research Scientist &
Artist
IUSM Advanced IT Core
Digital Library Program
Technology
Online Research
Support & Training
Data Capacitor
Scientific Programming
Committee on
Institutional
Cooperation
TeraGrid Site Lead
Visualization & Virtual
Reality
Life Sciences
Digital Arts &
Humanities Institute
METACyt
Projects & Services
Digital Library of the
Commons
Newton Chemistry
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Cloud
Computing
XXXXX
XXXXX
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Above-Campus Services
Shaping the Promise of Cloud Computing for Higher Education
by Brad Wheeler and Shelton Waggener
Illustration by Randy Lyhus ©2009
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EDUCAUSE Review, Nov/Dec 2009
Above-Campus Sourcing Models
• Commercial Sourcing
• Institutional Sourcing
• Consortium Sourcing
IaaS
PaaS
SaaS
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Observations on Collaboration
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Collaboration Essentials
•
•
•
•
•
•
Goal alignment
Values alignment
Temporal alignment
Talent alignment
Governance clarity (input/decision rights)
Problem solving alignment
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“Collaborations are fundamentally
dynamic. Unlike cooperation, I would
argue that collaboration can never
be a permanent default condition. It
requires constant explicit attention.
You can pledge to be nice forever (I.e.,
cooperate), but not to collaborate
forever.”
James Hilton, U. of Virginia
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Institutional
Collaborative Capability?
Can’t be bought
Must be grown via experience
…Trust, skills, attitudes
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“Consistent with this statement of policy,
throughout my years of responsibility for
administration I have been motivated by a
strong belief that the resources of higher
education are so insufficient and the
opportunities and responsibilities so vast, the
only sensible course is to attempt in every way
to avoid unnecessary duplication among or
with institutions.”
Herman B Wells, Being Lucky, 1980, p. 135
President of Indiana University, 1938-1962
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Beyond 2010…
Thriving in the Era of
Collaboration
Brad Wheeler
Indiana University
© Brad Wheeler, Creative Commons Attribution 3.0
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From A Fractured IT History…
IU-Bloomington – Reported to Campus Chancellor
Admin + Academic
+ Telephone / Networks
+ 5 Regional Campuses
1997
Academic +
+ Telephone / Networks
IUPU-Indianapolis – Reported to Campus Chancellor
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Sustained Vision... and Execution
Myles Brand
Michael A. McRobbie
Indiana University
President 1994-2002
Indiana University
VP for IT 1998-2007
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…to a Leveraged Future
1997
University
Information
Technology
Services
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