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What profession are you really

in?A discussion of elements, competencies and

challenges of our chosen profession

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Presentation Assumptions

A CIO’s perspective Audience aspires to lead We are in this for the long run Competencies reflect both Information

Technology and Higher Education Administration

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PresentationOverview

General elements of the IT profession Priorities of HE Administration HE Leadership expectations of IT Survival Tools Teaching and Learning expectation of the

IT profession Conclusions and Recommendations

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General elements of the IT profession

High demand for positions

Require increasing educational attainment

Pays well relative to other occupations

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General elements of academic administration

Generally higher quality of work life

Requires higher educational attainment

Does not pay as well as administration in other industries

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Computer & ISSystem Managers

5815 Black CIS Mgrs. had some college

136320 had aBachelor’s degree

Source: US Census Bureau http://www.census.gov/prod/cen2000/doc/sf3chap8.pdf

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OtherIT Positions

78830 DBA’s

663445 programmers

Source: US Census Bureau http://www.census.gov/prod/cen2000/doc/sf3chap8.pdf

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IT Administrator vs. HE Administrator

$94,534 = Median Salary for HE Deputy CIO

$88,696 = Median Salary for HE IT manager

$87,443 = Median Salary for Dean of Mathematics

$57,128 = Median Salary for HE Payroll manager

$40,937= Median Salary for Assoc. RegistrarSource: 2008 CUPA HR Administrative Compensation Survey

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Pays well, even in Education

The average total salary of all CIOs surveyed is $237,400.

CIOs in the Government and Education/Non-Profit industries top out at $300,000, with an average of less than $175,000.

CIOs in every other industry make an average of at least $260,000. Source: CIO magazine 2008 State of the CIO survey of 558 heads of IT.

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CIO Leader Types

FUNCTION HEAD: activities that face the IT organization and are intended to achieve IT operational excellence

TRANSFORMATIONAL LEADER: creating change for their enterprise through close partnerships with business operations

BUSINESS STRATEGIST: driving strategy for competitive advantage, through activities that face across the enterprise and externally

Source: CIO magazine 2008 State of the CIO survey of 558 heads of IT.

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Function HeadPrimary Activities

Managing IT crises Developing IT talent Improving IT operations Improving system performance Security management Budget management

Source: CIO magazine 2008 State of the CIO survey of 558 heads of IT.

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Transformational LeaderPrimary Activities

Redesigning business processes Aligning IT initiatives and strategy with business

goals/strategy Cultivating the IT/business partnership Leading change efforts Implementing new systems and architecture Mapping IT strategy to overall enterprise strategySource: CIO magazine 2008 State of the CIO survey of 558 heads of IT.

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Business StrategistPrimary Activities

Developing/refining business strategy Understanding market trends Developing external customer insight Developing business innovations Identifying opportunities for competitive

differentiation Reengineering or developing new markets and

distribution channels Source: CIO magazine 2008 State of the CIO survey of 558 heads of IT.

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Priorities of HE Administration

Access and affordability Accountability and Performance Global competitiveness and economic

development Risk management

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HE Leadership expectations of IT

Alignment with stakeholder needs

Academic Business Technical

Accountable and measurable Operational Effectiveness

Return on Investment Delivering Value

Contribute to access, affordability, quality and economic vitality

A Public HE Mandate

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Cultural expectations of IT

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Competencies IT professionals

must demonstrate

Information for

decisionmaking

Strategy Architect

Culture & ChangeSteward

Business Ally

Systems stability and

execution

Credible Activist

Bus

ines

sTechnology and data

Relationships

Systems &Processes

OrganizationCapabilities

ITProfessionalism

Implications for IT professionals

Source: Dave Ulrich, author of Leadership Brand

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Actions IT professionals can take

ITprofessionals

IT actions that deliver valuecoachcoach

deliver and dodeliver and do

facilitatefacilitate architectarchitect

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StakeholderExperience

EmployeeActions

Institution BrandHow it wants to be known by stakeholders

Leadership Brand

CEOs and IT leaders define and deliver leadership brand

Connect expectations with actions

Source: Dave Ulrich, author of Leadership Brand

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Teaching and Learning expectations of IT

“Given that most faculty and administrators are digital immigrants, there will likelyBe misunderstandings and disagreements about how and when to use variousDevices and technologies in the academic setting. CIOs should provide the bridgeof understanding in their vital change agent role. They need to recognize and facilitate the free flow of information and collaboration that the digital natives expectWhile channeling this appropriately for security, privacy, protection, support forregulations and efficiency.”

Source: Gartner 2007

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SurvivalTools

Source: Gartner 2007

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Conclusions

Focus on the individual is a converging activity within both the IT industry and the HE industry Environmental or green issues Alternative delivery and acquisition models Consumers are changing the way decisions and

technology choices are made by ITSource: Gartner 2008

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Conclusions Institutions are developing degree programs that

span institutional borders Researchers are working across disciplines,

campuses and countries Students are pursuing their degrees by combining

multiple institutions’ online and in-person offerings All look to IT organizations to facilitate their

frictionless movement between institutions and environments

Source: ECAR 2007

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Conclusions Mounting public pressure about tuition and

the cost of higher education will continue Issues of immigration, access and diversity

will challenge efforts to address retention and graduation rates

The race for global competitiveness forces HE to reengineer and redesign strategies for STEM disciplines

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Recommendations for a converged

profession Create listening forums with students, faculty and

administrators Get a first hand gauge of their expectations of IT services and

technologies Build student, faculty and staff profiles

Take opportunities like Software as a Service (SaaS), the green movement and open source seriously These will likely represent major areas of focus by 2010

Understand where your institution is The cost/value of education Retention and graduation success 21st Century skills preparation Economic development

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Additional Information

UNC Tomorrow – A strategy development initiative of the UNC Board of Governors

http://www.nctomorrow.org/ Voluntary System of Accountability

http://www.voluntarysystem.org/index.cfm

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Thank You!

Robyn R. RenderVP for Information ResourcesUniversity of North CarolinaGeneral Administration(919) 962-4908rrr@northcarolina.edu