UCISA Conference 2012

Transcription

1 UCISA Conference 2012 World Café From Servers to Services Sustainable IT Leadership Feedback Presentation John Hemingway NOV8 Limited 16 th March 2012 Scenario One Some Managed Service provision Internal IT Team delivering core services and managing overall service delivery Some Shared Service provision Some Cloud Services for additional capacity / capability 1

2 Scenario One Implications Staff Fewer, higher quality staff Recruitment challenge Add value not problem solve Risk Devalued, insecure, identity challenged, pushback Create identity Trust at all levels Requirement for new skills Architects, contract and service Managers Leadership manage the change Communication skills internal and external HR & Legal TUPE complex legislation TUPE enduring obligations Complexity of contracts Service Delivery Complexity points of failure Tighter procedures process Loss of control Seamless service to all Scenario One Cultural Implications Multiple cultures / blame culture Mismatch academic v commercial Fear of the unknown Preparedness for collaboration Shift from How to make it to How to find it Valuing and embracing change Letting go Developing business skills Formalising change Stakeholders seeing needs and benefits Potential for inconsistent experience Ownership of information Formal engagement of stakeholders Organisation Breaking down silos Stopping silos re-forming Speed of delivery New financial models Governance 2

3 Scenario One Leadership Implications Strategy Systems to services Crystal ball future direction Clear vision shared vision Getting contracts and durations right Bravery to be honest Delegation Managing provision contracts, SLAs Well developed leadership & skills Managing complexity Selling change to stakeholders promoting benefits Governance & risk Dealing with uncertainty being consistent Relationships with staff & suppliers Engaging IT staff Managing senior staff (VCs) Managing partnerships Talent Scenario Two Small Internal IT Team managing overall service delivery A single external service provider for all services 3

4 Scenario Two Implications Staff Retention of in house team Career progression Motivation / during transition External staff integrated into team Managing impact Who s next? Need for contract and supplier skills Managing relationship between internal and external staff HR & Legal Exit strategy Redeployment of staff / redundancies - TUPE Trade Unions Service Delivery Trust of external provider Monitoring service delivery Communication with users Scenario Two Cultural Implications Cost emphasis not innovation SLAs & KPIs v blame culture Counter student experience culture Mismatch institution v partner Never No Just How much? Best efforts initiatives disappear Preparing services to be transitioned out Stakeholders Developing shadow IT Changing perceptions of CIOs role Clarity of requirements Loss of personal interaction Organisation Accept you get what you pay for Forward planning 4

5 Scenario Two Leadership Implications Strategy Create the vision & sell it Create a shared strategic view Contingency & exit strategy Dealing with shadow IT Leading cultural change New skills contract Leading continued innovation Managing cost based services Management v control Communicating case for outsourcing Governance and risk Deal with unforeseen circumstances Strategic partnership v contractual relationship Managing senior staff Engaging stakeholders Managing dissenters Scenario Three Small Internal IT Team managing overall service delivery A regional IT centre providing services to a number of institutions (sector / commercial partnership) 5

6 Scenario Three Implications Staff Retention of key staff Redefining roles Right skills mix in team Managing staff development across boundaries Loss of specific skill sets Need for contract and supplier skills Need for project and account skills HR & Legal Redeployment of staff / redundancies - TUPE Service Delivery Alignment of visions Building trust in the model and the provider Provision of local support Defining key processes Retaining innovation Scenario Three Cultural Implications Sector collaboration Uniqueness of the institution trust Differentiation v commoditisation Influence on service development Focus on SLAs, KPIs, cost Stakeholders Different to current experience Impact on student & staff perceptions Wanting the service now agility? Clarity of requirements Complicated environment Risk of disenfranchising IT team Shift from Not invented here Organisation Comfort with best of breed Evaluation of services Less choice of service Willingness to adopt new model & methods Managing by outcome 6

7 Scenario Three Leadership Implications Strategy Clear long term strategic vision shared purpose Clarity of service provision who does what Influence regional provider Communication, negotiation and influence Commercial experience & knowledge Management v control Managing stakeholders Governance and risk Maintaining institutional identity Collaboration v competition Relationship building Managing impact of staff changes Dealing with multiple loyalties The Common Themes A Shared Purpose with the institution to deliver the IT Vision Leadership Managing expectations New skills Building trust TUPE Academic v commercial Engaging stakeholders SLAs, KPIs v blame culture Shadow IT Clear vision shared vision Leadership skills Selling change Managing staff at all levels 7