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2011 LearningTechnology Trends

Gartner Research: Strategic Direction andTiming in Education: Mashing Up the StrategicTechnology Map and the Hype Cycle

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2011 Learning Technology Trends is published by Docebo.

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Strategic Direction and Timing in Education: Mashing Up theStrategic Technology Map and the Hype Cycle

The institutional benefit realization from IT investments is today

usually dependent on good understanding of the objectives by

a large number of decision makers as well as end users. It is in

this context that tools that help the CIO forge and execute a

strategic direction through collaboration and communication

are indispensible. In this document, Gartner offers a simple

procedure and tools where we mash up the well-known Hype

Cycle and the Strategic Technology Map to aid the CIO in

visualizing strategic priorities and their timing.

Key Findings

CIOs have an increasing need to speed up and enlarge the

strategic dialogue in the institution in order to improve

benefit realization.

The more factors that can be taken into account at the same

time by all stakeholders, the higher the likelihood that anoptimal strategic decision can be taken.

Building on well-known common formats and procedures

improves the number of factors that can be handled by one

group of stakeholders.

Recommendations

Use a mashup of the Hype Cycle and Strategic Technology

Map to quickly cover many emerging technologies in a

common context that enables one-picture prioritization

Use the mashup to leverage the insights of key stakeholders

in a collaborative process to ensure alignment with

institutional objectives rather than IT objectives.

Use the mashup to create a common understanding of the

strategic priorities that clearly show where resources should

be focused, thus facilitating execution of the strategy

ANALYSIS

1.0 Introduction: The CIO's Increasing Need forCommunication and Collaboration

Many higher education CIOs have seen the potential impact of

their role increasing as IT becomes more and more pervasive

in the institution. However, with more potential influence

over institution success comes more scrutiny and opinion of

what "good decisions" are and the right strategic direction to

choose. What used to be "command" in a relatively small area of

Research from Gartner Industry Research Note G00206718, Jan

Martin Lowendahl, 27 September 201

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Opportunities: Unlimited accessibility, from any places and from any devices (PC, Smartphones, Tablets and more) Data backup is in the solution, no risks or worries about losing data Full scalability and very exible peak activity management Cost saving

Risks: Cloud infrastructure supplier trustability Visibility on where my data are stored Data and appliances security

Antonio Baldassarra, CEO Seeweb


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influence/impact now has to be about "convincing" in many areas

that are critical to the institution and impact many stakeholders.

In fact, the institutional benefit realization from IT investments is

today usually dependent on good understanding of the objectives

by a large number of decision makers as well as end users. It is

in this context that tools that help the CIO forge and execute a

strategic direction through collaboration and communication to as

many stakeholders as possible are indispensible.

Furthermore, a failure to properly anchor strategic initiatives in

the institution not only results in disgruntled users and lower than

optimal return on investment (ROI), but potentially an outrightmass exodus to consumerized tools and services in the cloud.

These tools and services are fueling the personal infrastructure that

enables information workers to become less dependent on their

employer for productivity. The ability of the CIO's users to "vote

with their feet" is increasing rapidly. Several current macroforces

have coalesced into a macrotrend of a shift of power from the

organization to the individual that is putting extra pressure on the

CIO to convince rather than command through simple yet effective

communication and collaboration tools.

In this report, Gartner offers a simple procedure and tools where

we mash up the well-known Hype Cycle and the Strategic

Technology Map to aid the CIO in visualizing strategic initiativesand their timing.

2.0 The Components: the Hype Cycle and theStrategic Technology Map

The approach for this communication and collaboration

procedure is to use two proven tools that manage to visualize

a lot of complex information in one simple picture: the Hype

Cycle and the Strategic Technology Map. A key benefit of this

approach is that even if the users have to invest some time to

understand the format, it is a one-time investment that can be

reused repeatedly with new content, thus saving considerable

time in the long run (which is the very definition of a good tool).

Furthermore, it is actually the common formatthat is crucial for

achieving the common understanding(aka "common memory")

about expectations, timing and strategic direction that enables the

sought after ROI of IT investments (sustainable decisions). This

means that the format has value in itself.

The benefit then increases if the time invested in these formats

can be reused in a mashup that yields yet another dimension in

decision making.

2.1 The Hype Cycle: What It Does and Doesn't Do, andWhat You Can Do

The first component in this communication and collaboration

procedure is the Hype Cycle. The usage is well described

in "Understanding Gartner's Hype Cycles, 2010," but

we will highlight some of the benefits and drawbacks for

communication and collaboration purposes here:

Two in one: The basic dynamic of the Hype Cycle that it is

actually two superimposed graphs: the hype graph and the

maturity graph. This enables the Hype Cycle to predict with

an uncanny regularity the expectations put on a "technology"(see Note 1) in the rst half of its life cycle. As such, it can be

used to monitor and manage technology expectations in the

institution.

Emerging to midlife, not mature to end-of-life: It is important

to understand that the Hype Cycle follows a technology until

it has reached in most cases at the most 50% of its intended

market. This means that it is a tool for monitoring technologies

that are new to the market, not mature technologies. The

Gartner Market Clock ("Introducing Gartner's IT Market

Clock") is a tool complementary to the Hype Cycle that is

better suited for maintaining the technology portfolio through

the full life cycle.

Technologies not products: The Gartner Hype Cycle only

deals with technologies (see Note 1) or technology-related

phenomena, not products or vendors. It cannot be used for

product or vendor evaluation.

Time to adopt: A common assumption is that a technology

is not safe to adopt for production use until it starts to climb

the "Slope of Enlightenment" (see Figure 1). However, the

decision on when to implement a technology in the context

Note 1What Is Plotted on a Gartner Hype Cycle?

The dots that are plotted on Gartner Hype Cycles are

often not technologies in a strict sense. It includes several

phenomena that in Gartners case are IT-related. Examples are

IT Infrastructure Library (ITIL), business process outsourcing

(BPO) and master data management (MDM). However, we

will use the term technologies throughout this text. It is

worth noting that even if Gartners use of the Hype Cycle is

predominately for technologies, it works for many phenomena

in society, not the least for, for example, startup companies.


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Source: Gartner (July 2010)

of the Hype Cycle depends on many factors, of which risk

and brand-enhancing media coverage are two important ones.

As an example, we have seen several institutions successfully

enhancing their brand by early investments in technology, such

as smartphones for mobile learning and media tablets through

extensive media coverage (see "Technology Adoption in Higher

Education: Know Your Businesses").

Customizing takes you further: The position of a specifictechnology in a published Gartner Hype Cycle is the result

of a weighed mean of that technology in a market, industry

or geography. Sometimes a considerable spread in types

of institutions and geographic-related maturity has to be

consolidated into one position (see ITIL in Figure 1). This

fact has to be considered in institutional implementation

decisions. The best effect of Hype Cycles in institutional

communication and collaboration comes from making your

own. Running workshops to identify different expectations

or perceptions of technology maturity, projects and services

within the institution creates a great learning environment and

a common understanding that catalyzes benefit realization

of a new technology. A specifically important and quick

usage of the Hype Cycle is to let different stakeholder groups

make their own Hype Cycle and then together discuss the

difference in placement of, for example, newly implemented

services on the Hype Cycle. A common situation is that the

IT organization deems a service to be well on its way up the

Slope of Enlightenment while end users are still in the Troughof Disillusionment. Something that when commonly identified

and put on the table for everyone to see often can be rectified

by investing more time in communication and training.

Covering a lot of ground: A primary advantage of the Gartner

Hype Cycle reports is that they, in a common and very compact

format, let the reader cover 1,800 "technologies" in 75 areas

(in 2010). Mastering this common format gives a tremendous

competitive advantage in the volume and speed at which

emerging technologies can be monitored. For higher relevance

Figure 1. Hype Cycle for Education, 2010


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in the institutional context, Gartner offers the "My Hype Cycle

Toolkit" to the CIO to almost effortlessly seed the internal

communication and collaboration process by creating customized

Hype Cycles. This is done in the spirit of "it is easier to react than

act," meaning that a constructive dialogue is easier to achieve

starting from an example rather than from a blank page.

Bottom line: A tool for timing, not strategic priority. However,

the Hype Cycle graph itself says nothing about the strategic

importance of a certain technology to a certain industry or an

institution. Although the Hype Cycle document contains a

"business impact" section and a "benefit rating" per technology,it is not illustrated in the Hype Cycle graph, and therefore it

lacks an important dimension that CIOs need to forge and

execute a strategic direction.

2.2 The Strategic Technology Map: What it Does andDoesn't Do, and What You Can Do

The second component in this communication and collaboration

procedure is the Strategic Technology Map. This tool was

thoroughly introduced in "Let Customers Help Design Your

Technology-Enabled Store of the Future" but since it is less

well-known than the Hype Cycle, we will describe more about

its origin as well as some of the benefits, drawbacks (what is

it not good at?) and alternate usages for communication andcollaboration here.

Origin and purpose: The Strategic Technology Map was

developed by the Retail team in Gartner's Industry Advisory

Services and has a very simple and effective two dimensional

design. One axis represents "store productivity" and the other

axis represent "customer experience." This simple design

highlights an important tension between organizational

efficiency often achieved from streamlining processes, and

personal productivity often achieved from a greater freedom

of choice aligned with very a specific personal need (or want).

The general purpose of this tool is that it helps the store to get

the right balance of technologies that support either objectivesseparately (enterprise resource planning [ERP] systems versus

check-out systems) and properly identify technologies that

support both objectives at the same time (labor scheduling).

A sign of the times? Higher education and general industry fit!

The Strategic Technology Map is very well-suited for strategic

discussions in higher education institutions since the tension

between organizational efficiency and personal productivity

is among the highest in any industry by tradition and culture.

But it turns out that the Strategic Technology Map has great

validity in organizations with many information workers and/

or many customers with complex or varying needs. In fact, the

macrotrend of a shift of power from the organization to the

individual fueled by consumerization and cloud-services makes

an increasing number of CIOs in different industries painfully

aware that there has to be a true balance between organizational

efficiency and personal productivity (real or perceived). The

consequence of failing to find the balance is either a mass

exodus of employees/customers or poor financial performance.

Absolute versus relative Strategic Technology Map: Strategic

Technology Maps can come in many flavors that emphasizedifferent aspects of technology investments that need to be

discussed in the institution. But two avors are particularly

important to understand: The absolute versus relative Strategic

Technology Map.

The absolute Strategic Technology Maptakes a "greenfield"

look at the institution mission and assumes that there are

no previous technologies in place. The resulting Strategic

Technology Map then becomes an absolute portfolio of

technological capabilities needed to succeed with the

institutional mission. This approach to the Strategic Technology

Map has been presented in the research set introduced by

"Four 'Business Model' Scenarios for Higher Education: AnIntroduction to Strategic Planning Through Storytelling" where

distinctly different Strategic Technology Maps were produced

for four different institutional "business model" scenarios.

A further refinement of this greenfield absolute Strategic

Technology Map that is particularly suited for workshops

with the senior executive team is to plot services rather than

technologies. This then results in the ideal service portfolio.

The relative Strategic Technology Mapstill builds on the

institutional mission, but relates new technologies to existing

technological capabilities. The relative Strategic Technology

Map weighs in on more of how and how much a new

technology improves organizational efficiency and personalproductivity over existing technologies. A very helpful way to

visualize pre-existing capabilities is to plot that technological

capability in the Strategic Technology Map alongside the new

capability and discuss how the relative change in capabilities

are strategic relative to other strategic opportunities present

on the map. In an example below we do that for a selection

of technologies indicating the preexisting version with a gray

dot and a primed number (e.g., e-mail [26'] as existing before

"Cloud e-mail" [26]). It is the latter, relative version of the

Strategic Technology Map, that we are exploring here in the

Hype Cycle/Strategic Technology Map mashup.


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The Strategic Technology Map lacks a common format and

repository for technologies:A drawback of the Strategic

Technology Map is that it has no established common format

for describing what is plotted on it. Neither does it have a

repository of technologies to populate a particular map. The

Strategic Technology Maps that have been produced to date by

Gartner are all unique to their own setting. A remedy for that

is to leverage the common format and repository of more than

1,800 technologies covered by Gartner in its 75 Hype Cycle

reports (in 2010), as we will see in the next section.

Simplifying the Strategic Technology Map and understandingwhat is really strategic: The Strategic Technology Map can

be designed as a very sophisticated rating tool with many

embedded parameters making it accurate but complex.

However, a complex tool is counterproductive for the

communication and collaboration purpose sought here. That

is why we have simplified the matrix into four broad categories

with a very simple message (see Figure 2).

"Cold Case?"technologies that rate low on both axes.

"Corporate Green Light":Rate high on the organizational

efficiency axis but low on the personal productivity axis.

"People's Choice":Rate low on the organizational efficiency

axis but high on the personal productivity axis.

"Hot Spot":Rates high on both axes.

Source: Gartner (June 2010)

Figure 2. The Simplified Strategic Technology Map Used forthe Mashup With the Hype Cycle

Corporate

Green LightHot Spot

Cold Case?People's

Choice

Improves Student and Faculty Experience

ImprovesInstitutionalROI

Personal Productivity

OrganizationalEfficiency

Improves Student and Faculty Experience

ImprovesInstitutionalROI

DOCEBO RECOMMENDATION:Risk of integrating exible productivity tools in a structured environment, here are the questions you have toask to yourself:

Is the structured software (placed on the corporate green light area) ready to be integrated with the

customized services in the cloud? (people choice)? Do the corporate green light appliances vendor want to be integrated with third party customizedcloud services?

How to manage the integration?

Advantages of integrating professional social tools and cloud ofce tools in a structured learningenvironment:

NO MORE features duplication Less software customization (saving costs) Using the tools that employees and students need and want

Claudio Erba, Docebo CEO and Founder


8/18

The Corporate Green Light typically includes technologies that

would get immediate approval from the CFO such as business

process management (BPM) and ERP solutions, while People's

Choice attracts students and faculty and include technologies

such as smartphones and social software. The Hot Spot is

obviously where one should immediately concentrate the search

for strategic technologies and the Cold Case is at first thought

immediately out of the race. However, the general assumption

that the further a technology is toward the lower left, the less

strategic it is, is not always true. There is another parameter that

has to be accounted for in the ranking of strategic priorities and

for which the Strategic Technology Map is well suited: directversus indirect impact on improving Organizational Efficiency

and Personal Productivity. This latter parameter is of specific

interest to the remit of the CIO as we shall see in the next

section where the Hype Cycle/Strategic Technology Map Mashup

is exemplified.

Placing the "dots": A "structured qualitative" tool not a

quantitative tool:The axis of this Strategic Technology Map

have two explanations "Organizational Efficiency" together

with "Improves Institutional ROI" for the y-axis and "Personal

Productivity" together with "Improves Student and Faculty

Experience" for the x-axis. The reason for that is that this

simplified version of the Strategic Technology Map focuses onthe intuitiverating of how good a certain technology is for the

organization versus the individual. By having two denitions, we

want to avoid a too narrow interpretation of evaluation criteria

so that this becomes a quick collaborative strategic sorting tool.

The development and communication of "institutional values" for

ranking are integrated in the collaborative process of building the

institutional Strategic Technology Map. In higher education, we

exploit the creative tension between the benefits and drawbacks

of being part of an institution versus complete individual freedom

that different stakeholders by culture and tradition bring to the

common table.

3.0 The Mashup: Balancing Technology Readinessand Strategic Priority

The basic idea behind a mashup is to combine two sources

of information or tools so that new information or even new

insight can be gained. The simple idea behind this mashup

is to plot the technologies from the Hype Cycle documents

on the Strategic Technology Map in order to build a common

understanding of the institution's strategic opportunities and

priorities. The procedure is best understood by exemplifying as

we shall do below.

Here, we take a selection of about half of the technologies

presented in the Hype Cycle for Education, 2010 and plot them

on a relative Strategic Technology Map (see Figure 3 and Note

2). We use a color coding of the "dots" to link back to the Hype

Cycle and its five phases. The placing of the technologies in this

exampleis based on an average institution in the "Everybody's

U" scenario. As we try to exemplify below, the actual placing

of technologies in an actual institution (yours) can vary

considerably, depending on existing technological capabilities

and actual institutional values. This Strategic Technology Map

should only be used as an input to the development of an

internal Strategic Technology Map.

3.1 Exemplifying the Mashup: The Categories

Hot Spot

First, and most interesting, we have Lecture Capture and

Retrieval Tools (number 10 in Figure 3) which is an unusually

good Hot Spot example. The technology has clearly documented

benefits for the student experience in the form of, for example,

impact on perceived learning and actual grades as well as benefits

for institutional ROI in, for example, retention that directly

translates into impact on the bottom line for most institutions.

Other less clear examples are "Social-Learning Platform" (7) and

"Mobile-Learning Smartphone" (11). They both appeal to studentsby, for example, increasing collaboration opportunities and use of

"snippets of time" that would otherwise have been unproductive.

This is perceived by most students as a clear increase in personal

productivity. The result is presumed to be better learning and

social cohesion that impacts retention and hence the same bottom

line as above. From these examples, it is clear that if the institution

has a retention issue and limited resources to remedy that, then

"Lecture Capture and Retrieval Tools" (11) should be at the top of

the list from an impact point of view.

Two other interesting technologies that originate more from the

Corporate Green Light and Cold Case but just make it into the

Hot Spot quadrant are "SIS International Data Interoperability

Standards" (1) and "Federated Identity Management" (23),

respectively. They qualify specifically in the European context

because the Bologna Process that aims to create a European

homogeneous higher education market needs technological

capabilities that promote mobility. These technologies

both enable more-efficient administrative processes in

admissions and awarding degrees as well as convenience for

prospective students in finding courses (metadata for learning

opportunities; MLO) and applying electronically for them.


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in the Cold Case? category).). Their relative position to the BPO

and SaaS above is due mainly to a larger risk in calculating ROI

with the current ROI models available. The technologies internal

relative position is a result of the fact that Open-Source SIS by

its student-facing nature usually has more functionality andinterfaces directly impacting student/faculty experience.

CRM (22), on the other hand, still represents new capabilities

for many institutions and it is by definition supposed to

enhance the student experience by managing information

about individual students so that the relationship between the

student and the institution is optimized. It already does this

in the recruitment phase or later by for example acting as an

early warning system for students at risk. This is why CRM is

the highest positioned technology in the Corporate Green Light

quadrant, and is even on the verge of entering the Hot Spot

quadrant. However, the need is driven more by the institution

than the student, so CRM does not make it quite all the way intothe Hot Spot quadrant.

Comparing these five strategic options highlights the benefits of

linking back to the information provided by the familiar format

of the Hype Cycle. In this flavor of the Strategic Technology

Map, we have color coded the technologies by their phase on the

Hype Cycle: Red is the Technology Trigger phase, orange is Peak

of Inflated Expectations, yellow is Trough of Disillusionment,

blue is Slope of Enlightenment and green is Plateau of

Productivity. In this case, we can see that BPO (2) and OSS SIS

(3) are still in the Technology Trigger phase, while OSS Finance

(12) is at the Peak of Inated Expectations, SaaS Administration

Applications (17) is in Trough of Disillusionment" and CRM

(22) is climbing the "Slope of Enlightenment." This implies

a higher risk for BPO and OSS SIS relative to CRM, but also

a potential competitive advantage. In general, we can alsoexpect that technologies in the two first phases get slightly

better positions both on Organizational Efficiency and Personal

Productivity due to the nature of the hype attached to them,

then taking a plunge in the Trough of Disillusionment and

finally finding a more balanced position in the Plateau of

Productivity. This link back to the Hype Cycle is important and

gives yet another piece of information in the strategic puzzle

all in the same picture (context).

People's Choice

Good examples in the People's Choice category are Media

Tablets (8) and Social Media (18). They are both tools that

many students and faculty perceive improve their personalproductivity, simply through, for example, quick access to

and manipulation of information as well as timely updates

of social and professional context. However, without any

formal connection to institutional missions or processes, the

institutional ROI of these technologies is hard to quantify, if it

is there at all.

It is here where we can start to see another use of the Strategic

Technology Map: combinations for greater impact (see Note

3). Social media can be combined with existing capabilities

such as E-Learning Applications (25') to create the Social

DOCEBO RECOMMENDATION:Single sign on advantages. A single environment perception makes easier to access from differentapplications.

Case study:An Italian automotive producer wants to integrate in the sales network portal all the features related to thesales network support. The features to integrate are:

DoceboLMS Learning management systems and the related training content Documents management system made with Microsoft Sharepoint CRM

Sales portal/Intranet developed by a third party vendor

Using a single sign on system and a user database synchronization system the users can move from oneapplication to another; working on a layout and template alignment the users have the feeling of being using asingle application and not an integrated solution made by several different tools with different technologies.

Fabio Pirovano, Docebo CTO


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Learning Platform (7), bringing truly new capabilities to the

institution, that as discussed above, should rank higher in

the institutional strategy. Similarly, experiences from Mobile-

Learning Smartphone (11), together with the new opportunities

of the Media Tablet (8) and E-Textbook (14), can start off a

strategic priority toward a "mobile learning" strategy that is less

dependent on devices and more focused on learning outcomes

based on an evolutionary process as new technologies become

available and mature. We will come back to this approach later.

Other good examples in the "People's Choice" Quadrant

are Web-Based Ofce Productivity Suites (9) and VirtualEnvironments/Virtual Worlds (15), which are more linked to

organizational efficiency through generic collaboration and

the pedagogical benefit of visualization than Media Tablets

(8) and "Social Media" (18), but are still in a zone where ROI

calculations are difficult.

Cold Case?

Finally we have the category of "Cold Case?" This is of specific

importance to CIOs since it quickly becomes apparent that

many of the technologies dear to a CIO's heart end up here.

Service-oriented architecture (SOA; 20) and ITIL (16) are

typical examples of what many CIOs rightly consider strategic

capabilities for the institution to have, yet we find them in theCold Case quadrant. The fundamental reason for this is that

they have only indirect impact on the ROI of the institution

or the student/faculty experience. In fact, they are in principal

even detracting from Organizational Efficiency and Personal

Productivity through a waste of resources unless they are used to

directly improve end-user-facing capabilities/services.

The implementation of ITIL needs, for example, to show a

direct impact on the perceived quality of the help desk in order

to demonstrate how it will benefit the student experience.

This means, for example, that ITIL becomes more strategic to

an institution with a perceived poor help desk than one with

a well-functioning one. SOA has to directly impact the speedand cost at which for example a new self-service-oriented

ERP-system and a learning-stack and shared services are

implemented in order to show how it will impact ROI. This

means for example that SOA becomes more strategic to an

institution with a lot of technological change on the horizon

than an institution with a static technology portfolio.

This division into direct versus indirect impact of a technology

on institutional ROI and student/faculty experience is the most

common reason that a technology ends up in the Cold Case

quadrant. The key lesson learned for the CIO is that many pet

infrastructure projects have to be linked to (or even piggy-

backed on) one or several changes in end-user-facing services. Inot, the benefit realization will simply not happen, and getting

the infrastructure investment accepted will be proportionally

difcult. But, do not despair, help is imminent. In fact, one of

the key benefits of the Strategic Technology Map is to tell stories

that link technologies and explain why they are more strategic

than others or even why they have to be linked in order to

fulfill a strategic objective.

3.2 Exemplifying the Mashup: the Stories

The Learning-Stack Story

The most interesting story that can be told with the Hype

Cycle/Strategic Technology Map-mashup at the moment is the

Note 3Useful Quote That Describes the Intent With the Hype Cycle/Strategic Technology Map Mashup

The quote Thus, the task is not so much to see what no one

yet has seen, but to think what nobody yet has thought about

that which everybody sees, by Arthur Schopenhauer (1788

1860), has been used in many Hype Cycle presentations is one

of the real inspirations for this mashup.

DOCEBO RECOMMENDATION:What are the elements I have to consider in order to combine different learning technologies?

The preferred choice goes to the solutions/applications that support multiple SSO systems like Activedirectory and LDAP.

Consider using systems that have a powerful and documented API system Consider using system that have been interfaced with the most used parent appliances Flexible and customizable layout, templates are a MUST

Fabio Pirovano, Docebo CTO


12/18

"Learning-Stack Story." We have already discussed how (OSS)

E-Learning Applications (25, 25') can be combined with Social

Media (18) into a Social Learning Platform (7). But there is no

reason to stop there. Integrating Web-Based Ofce Productivity

Suites (9) has the potential to boost the productivity of the

learning platform with technological capabilities that the

students and faculty already know from private use.

With the help of the Strategic Technology Map, we can see a

learning stack emerging and we can look for other technologies

that fit this strategic story. In this example, we find two more

in the People's Choice quadrant: "Wiki" (19) and "VirtualEnvironments/Virtual Worlds" (15) that also aim to strengthen

the collaborative capabilities. However, a key to convenient

collaboration is Identity and Access Management (IAM). IAM is

something that in its "Organization-Centric IAM" (21) version

is firmly rooted in the Cold Case quadrant, even if it is the

top right in that quadrant due to the promise of Single-Sign-

On (SSO). The benefit of Organization-Centric IAM is greatly

enhanced when it is combined with the other components in

the learning stack. In fact, it becomes a fundamental part of a

learning-stack strategy that builds on combining several different

technologies into one homogeneous learning experience in the

institution.

This leads us to the importance of another set of technologies

that usually ends up in the Cold Case quadrant: standards.

Keeping a competitive edge with a learning-stack strategy

is dependent on how quickly and cost-effectively new

technological capabilities can be integrated into the institution.

SOA (20), which in its purest form is a collection of standards

that manifests itself in tools such as Open-Source Middleware

Suites (5), is a fundamental infrastructural capability for a

successful learning-stack strategy. For many institutions, the

true benefit of standards comes from taking collaboration a

step further: outside the walls of the institution. If for example,

"Federated IAM" (23) capability is implemented, it opens

the doors for shared services with other institutions and

organizations. This does not only increase the potential for

collaboration, but also enables new sourcing opportunities

that promise better economies of scale. The extension of that

in this learning-stack story is how User-Centric IAM (6) and

SIS Standards (1) put even more power in the hands of the

individual and enables even greater mobility of students that

creates a very competitive future environment.

The Sourcing the Service Story

One of the more-hyped stories that can be told with the HypeCycle/Strategic Technology Map Mashup is probably the one

about how to source services (both acquisition and delivery

as well as a combination). It is also the story that has the most

impact on the role of the CIO itself.

We have implied above that many sourcing decisions,

regardless if they are about in-sourcing, classical outsourcing,

community sourcing or cloud sourcing, fundamentally are not

about bringing new technical capabilities to the institution.

They are more often about optimizing, for example, human

resources used for delivery of existing capabilities. Therefore,

pure sourcing options such as Web and Application Hosting

(24) are seldom strategic and therefore rate low on the StrategicTechnology Map.

However, this does not mean that outsourcing is not a good

idea or not worth the cost of change. In the case of Existing

E-Mail (26') versus "Cloud E-Mail" (26) it is easy to do the ROI

calculation in terms of cost as well as impact on user experience

by, for example, increased storage capacity. Even if the change in

benefits are relatively small compared to implementing Lecture

Capture and Retrieval Tools (10), it is still a simple, good option

that will contribute to the bottom line of the institution. But

it is not the strategic move for an institution within the next

DOCEBO RECOMMENDATION:What are the critical points in order to acquire an OSS E-Learning solution?

Reliable vendors (system developers are preferred to resellers) Proven experience and vast case history available ISO certied development process The preferred choice goes to solutions that are multi platforms and that can be installed in house, in

outsourcing or used with the Software as a service formula Support more than on training model (Self training, collaboration, social training...)

Claudio Erba, Docebo CEO and Founder


13/18

few years. Furthermore, if the decisions on how to source are

connected to capabilities such as CobiT (4) (together with Val IT,

both complementary governance frameworks from ISACA; www.

isaca.org) and EA frameworks (13), every sourcing option can be

more strategic and form a concerted approach to grooming critical

skill sets in the organization.

In this case, the Strategic Technology Map helps to visualize all

the small improvement that help to achieve a strategic goal of

focusing institutional resources to where they have the most

benefit. The Strategic Technology Map also visualizes the relative

benet of traditional sourcing options such as Hosting (24),SaaS (17) and BPO (2), where every option is higher up the

value chain and has a larger potential effect on institutional ROI

simply because of the number of people that it impacts.

Another hot or hyped sourcing-related story is homegrown versus

commercial versus OSS. The Strategic Technology Map is not a

good tool for having a case-by-case decision about whether for

example Homegrown Finance Systems (12') is better or worse

than OSS Finance Systems (12). The uncertainties in Total Cost

of Ownership (TCO) parameters or institutional preferences are

often too great to be effectively handled in this two-dimensional

chart. However, the Strategic Technology Map is good at plotting a

spectrum of OSS opportunities in order to gauge if there are enoughmature OSS options for critical technological capabilities in order

to successfully implement an OSS strategy. In this case, one can see

that OSS E-Learning Apps (25) are in the Slope of Enlightenment

phase and have reached sufficient maturity and market penetration

to be a viable option, while OSS SIS (3) is still in the Technology

Trigger phase, and, as such, carries considerable risk as well as have

a longer time to reach full maturity.

So far, we have focused on the situation where we assume that

the institution has at least baseline functionality in the area

where sourcing is discussed. The situation becomes somewhat

different if we discuss greenfield technological capabilities or a

need for radical improvement. Then, speed to implementation/

access of the technology is usually relatively more important

and a good understanding of external sourcing options

is essential. SaaS or even free cloud services have definite

advantages delivering instant personal productivity relative to

a probably more optimized but slower organizational efficiency

strategy based on commercial or open-source software. This

explains why public Web 2.0 services such as Wikis (19) andCloud Ofce (9) are so popular with staff and students. The

challenge for the CIO in this case is to improve the impact on

institutional ROI by integrating rather than duplicating these

capabilities in the institution. Again, it becomes apparent that

if the institution is going to benefit from all these sourcing

options, it has to have a number of infrastructural and

governance capabilities in place that starts with understanding

of how to apply value and decision making (CobiT/Val IT; see

www.isaca.org), clear connection between organization and

technology (EA), standardized environment for integration

(SOA) and interoperable IAM for personalization.


14/18

4.0 Bottom Line: Do It Yourself

The Strategic Technology Map is especially good at putting

difficult discussions in a context without losing sight of where

the strategic component really is. Its major strength is to be

able to present so much information in one image and yet be

able to have an intelligent discussion about the content. Is it in

a single technological capability that needs to be implemented

for immediate competitive advantage or is it in a more-complex

sourcing strategy that needs to be diligently executed in all

its parts to bring home all the intended benefits? Key benefits

lie in the ability to leverage the 1,800 technologies in the

Gartner Hype Cycle reports using a common language anda common format to achieve a common memory. Once this

format and process is mastered, the institution will have a

strategic innovation scanning tool built for speed in assessing

technologies for competitive advantage.

A potential drawback is "paralysis by analysis." Trying to read

too much into the Strategic Technology Map or using too

many diverse stakeholders at the same time in the Personal

Productivity axis can derail the journey toward a common

understanding of the strategic priorities. Both a potential

drawback and benefit is that the Strategic Technology Map is

dynamic and very dependent on the context it is very much

a living map that changes when technologies are implemented

either in the institution or in competitor institutions, and thus

needs constant updating to be of value. Finally, the Strategic

Technology Map demands a good understanding of the

institutional needs and goals by its creators or it will reflectpersonal agendas rather than institutional strategies. But therein

lies both the greatest potential as well as challenge.

The old clich, "The journey is the reward" is very much

true for the Strategic Technology Map. It is by creating your

own institutional Strategic Technology Map, with your

own stakeholders in your own context that you get the

most impact. A good measure of success is how well other

stakeholders than the CIO can tell the strategic stories in the

Strategic Technology Map.

DOCEBO RECOMMENDATION:Can I use Facebook to promote the training activities?

Facebook could be very useful to promote your training activities: by creating a fan page you can always keepin touch with your students, update your training events and support new training activities kick off.

Students can also express their appreciation (or like) regarding your activities and leave comments,improving this way the popularity of your projects.

Remember that everything you publish on Facebook will be felt as more close and friendly by your students.

Francesca Bossi, Docebo Social Training specialist


15/18

DoceboLMS E-Learning Platform

We provide our complete and easy-to-use E-Learning software,

with no licence fees, for supplying, certifying and managing

training activity in various contexts, including:

Sales and post sales

Procedural technique and software use

Security, privacy and ethical codes

Foreign languages

Soft skills and courses for new employees

The DoceboLMS E-Learning platform was developed to satisfy all

the training needs of complex organisations, with the specic task

of supplying, planning, monitoring and certifying the conducted

training activities.

General characteristics

No license fees

Multilingual (more than 25 languages supported)

Completely customisable graphics

Integration with all other software on the clients IT

infrastructure (Active directory, LDAP, Sharepoint, SAP HR,

Lotus, Salesforce)

Tested on installations with over 100,000 users

Customisable through development of new modules and

functions

Main functions

SCORM 1.2 and 2004 support

Tracking and certication of user activity

Reports and business intelligence system

Competence models and role mapping

Compatible with any type of le (Word, Powerpoint, Flash...)

Creation of tests and questionnaires

Internal research engine

Creation of certicates

Web 2.0 and mobile tools (Forums, Chat, Wiki...)

Source: Docebo


16/18


We take care of the didactic planning and production of

E-Learning courses that are multilingual and compatible with

international standards; the training model we have adopted

ensures interactivity and effectiveness. We have consolidated

experience in various sectors:

Banking and insurance

Mass distribution and retail

Automobiles and industry

Fashion and luxury

Health, medicine and public administration


The Docebo multimedia content center is a Docebo business unit

that creates highly interactive and effective E-Learning courses.

We cover every phase of the activity, from didactic planning to

multimedia production.

Didactic planning

Our methodology and learning experts plan the course based on

the materials that the client already has available (PowerPoint

presentations, manuals, etc ..) or by writing it from scratch,

adapting the course content to E-Learning study modes.

Multimedia production

Our team, composed of graphic designers, project designers,

developers and 3D experts contributes to the following phases:

Storyboarding and content writing (multilingual, if required)

Audio production with professional speakers

Video production and photographic sets

Multimedia assembly

Standard E-Learning courses

These are ready-to-use courses that can be immediately

installed in the E-Learning platform (unlimited users)

Soft skill

IT

Rules and procedures

Languages

Source: Docebo


17/18

Consultancy and project managementfor E-Learning projects

Our combination of technological and methodological skills allows

us to assist our clients in all phases of the E-Learning project

Analysis and design

Assistance during the start up phase

Support during provision of training activities

Monitoring

Follow up and reporting

Why choose us?

New clients choose us because they want the DoceboLMS

E-Learning platform with the guarantee of the company

that created and developed it. They want the certainty of a

specialised E-learning partner, capable of providing support

for all aspects of the project and creating highly interactive and

didactically effective multimedia courses.

The platform comes with no licence fees and a price-quality

ratio that guarantees a rapid return on investment. Several large

companies, bodies and organisations in Italy and abroad have

already chosen us.

Source: Docebo


18/18

Docebo Company profile

Docebo is the company that created DoceboLMS, the E-Learning

platform with no licence fees, known and used worldwide.

Docebo operates at an international level, managing E-Learning

projects every year for large companies, bodies and organisations

and providing a wide range of integrated services for distance

training (DoceboLMS E-Learning software, multimedia courses,

consultancy and project management).

Its investors include Seeweb, the leading Internet Service

Provider for cloud hosting solutions.

Docebo is composed of 3 business units:

1) Software

2) Multimedia

3) Consulting and project management

Docebo has consolidated experience in the implementation of

E-Learning solutions in various sectors: Banking and insurance,

nance (including Islamic nance), mass distribution and retail,

automotive and manufacturing, fashion and luxury, oil and gas,

health and medicine, government and public administration, and

defence.

New clients choose us because they want the DoceboLMS

E-Learning platform, with the guarantees of the company that

created and developed it. Plus, there's no licence fees and our

price-quality ratio guarantees a rapid return of the investment.

Our clients seek the certainty of a specialized E-learning

partner, capable of providing support about all the aspects of the

project and creating highly interactive and didactically effective

multimedia courses.

Several large companies, sectors and organisations in Italy and

abroad have already chosen us.

www.docebo.com

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