Date post: | 07-May-2015 |
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Business |
Upload: | angie-tarasoff |
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The New Normal
1. Connecting2. Sharing knowledge3. Increasing access
What we do:
“Leadership is a scary thing. There are many people that want to be matadors, only to find themselves in the ring with 2,000 pounds of bull bearing down on them, and then discover that what they really wanted was to wear tight pants and hear the crowd roar.”
- Steve Farber, Extreme Leadership
IT
K-12 Leadership: A Critical Problem
Shift IT investments.
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
95-97%
3-5%
Everything Else IT
How much do we spend on IT?
Gartner 2012 IT Key Metrics Data
How do we spend on IT?
14%
70%
16%
TransformRunGrow
Gartner 2012 IT Key Metrics Data
What are we buying?
15%
17%
18%13%
37%
IT Expenditures
Educational SoftwareNetwork & TelecomHardwareDesktop/Enterprise SoftwareIT Services
Source: 2011-12 Digital School District’s Survey
What are we buying?
10%
25%
30%
30%
5%
What it could be: IT Expenditures
Student LearningTeachingCommunicationsBusiness of EducationIT Support Services
100% fiction
What are doing about it?
From
• Describing technologies supported
• IT language• Generic IT budget lines
To
• Describing services supported
• Educational language• Service-based budgeting
Shift IT assumptions.
Our information is secure.
Free and Open Source Softwareare cheaper and just as good.
We’ve got devices and Google – we’re good to go digital.
What are we doing about it?
http://bit.ly/cloudbriefing
Ask questions
• Why should we do this?• Who is it for?• What will they notice when we do this?• What are the intended outcomes?• How will we know if we’ve achieved those outcomes?• How long will it take to realize those outcomes?• How much will it cost to implement? To sustain?• What are the risks of doing this?• What are the risks of not doing this?• What are other ways we could achieve the same outcomes?
Shift IT decisions.
• Cost effective/Economies of scale
• Consistent implementation• Implementation at scale• Equitability• Shared risk• Organizational learning
• Efficient decision-making• Meets local needs• Implementation at speed• Rapid innovation• Limited risk scope• Short planning cycle
• Bureaucratic• Local needs not fully met• Slow implementation• Higher planning overhead• Higher change management
overhead• Slow to identify and respond to
change challenges
• Cost inefficiency• Pockets of innovation• Innovation does not scale• Inequity• Inconsistent implementation• High local risk• Broader implications not
considered• Pockets of learning• Redundant activities
Downside
Upside Upside
Centralized Site-Based
Downside
• 1 week to 1 year• Not integrated• Narrow scope
Systems of
Innovation• 3-5 years• Gets data from core systems• Broader scope
Common Systems
• 5-10 years• Many systems connect to it• Very broad scope
Core Systems
• Broad strategic impact• Linkage to legislation• Significant risks
Strategic Policy
• Broad, long term operational impact• Impacts jurisdiction, not community• Internal consultation
Administrative Procedure
• Narrow, short to medium term impact
• Describes how IT does something
Operational Procedure
What are we doing about it?
I have a better understanding of what to do
I have a better understanding of IT issues
0% 20% 40% 60% 80% 100%
94%
97%
6%
3%
Agree Neutral
Contact us!
Angie Tarasoff
Senior Manager, Technology Planning and Management
(780)427-0253 toll free in Alberta by calling 310-0000 first
@angietarasoff
http://newernormal.blogspot.com