using value disciplines in organizational change peter d. nordgren university of wisconsin-superior...

Using Value Disciplines in Using Value Disciplines in Organizational ChangeOrganizational Change

Peter D. Nordgren

University of Wisconsin-Superior

Educause Midwest Regional Conference

March 13th, 2007

Peter D. Nordgren

University of Wisconsin-Superior

Educause Midwest Regional Conference

March 13th, 2007

Copyright Peter D. Nordgren, 2007. This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.

Convergence of Service GroupsConvergence of Service Groups

• Academic computing

• Administrative computing

• Educational media

• Communication services/networks

• Development/training

• Academic computing

• Administrative computing

• Educational media

• Communication services/networks

• Development/training

UW-Superior

• One of 13 four year UW universities

• Designated as the UW liberal arts college

• 2,800 Students• 80% commuters• Significant regional

service/distance learning mission

UW-Superior

• One of 13 four year UW universities

• Designated as the UW liberal arts college

• 2,800 Students• 80% commuters• Significant regional

service/distance learning mission

Technology organization Technology organization convergence at UW-Superiorconvergence at UW-Superior

Academic Computing & Networking

Administrative ComputingAdministrative Computing

Media Resources

Network & Programming

Computing & Media

19981998 20012001 20072007

Technology Services

Challenge: finding a common Challenge: finding a common vocabularyvocabulary

• “We don’t seem to understand each other’s roles”

• “They don’t value what we do”

• “We don’t seem to understand each other’s roles”

• “They don’t value what we do”

Marc Eichen’s “Value Disciplines: A Lens for Marc Eichen’s “Value Disciplines: A Lens for Successful Decision Making in IT”Successful Decision Making in IT”

Educause Quarterly 29:2, 2006Educause Quarterly 29:2, 2006

Based on Treacy and Wiersema’s business leadership concepts

• There are three value disciplines

• Successful organizations must select and excel at one of the three disciplines as a core operating model, while remaining adept at the other two

Based on Treacy and Wiersema’s business leadership concepts

• There are three value disciplines

• Successful organizations must select and excel at one of the three disciplines as a core operating model, while remaining adept at the other two

Eichen proposed value disciplines as a way to communicate mission and make decisions in providing technology services

Eichen proposed value disciplines as a way to communicate mission and make decisions in providing technology services

We saw value disciplines as a way to explain the value differences within our organizations to each other – and to align our staff and services according to values

We saw value disciplines as a way to explain the value differences within our organizations to each other – and to align our staff and services according to values

Operational ExcellenceOperational Excellence

• Provide products and services at the lowest cost

• Pursue the highest levels of efficiency

• Service focuses on high levels of convenience

• Provide products and services at the lowest cost

• Pursue the highest levels of efficiency

• Service focuses on high levels of convenience

Operational Excellence CultureOperational Excellence Culture

• Disciplined teamwork

• Focused on processes

• Conformance, “One size fits all” mindset

Treacy & Wiersema, The Discipline of Market Leaders, 1997

• Disciplined teamwork

• Focused on processes

• Conformance, “One size fits all” mindset


Customer IntimacyCustomer Intimacy

• Provide products and services that best meet their customers’ needs

• Pursue the deepest levels of understanding of customers’ requirements, both technical and political

• Focus on developing a highly skilled workforce and giving them latitude to solve customer problems

• Provide products and services that best meet their customers’ needs

• Pursue the deepest levels of understanding of customers’ requirements, both technical and political

• Focus on developing a highly skilled workforce and giving them latitude to solve customer problems

Customer Intimacy CultureCustomer Intimacy Culture

• Client and field driven• Focused on information gathering and

communication• Variation: “Have it your way” mindset


• Client and field driven• Focused on information gathering and

communication• Variation: “Have it your way” mindset


Product LeadershipProduct Leadership

• Provide cutting-edge products or services

• Pursue the highest levels of innovation

• Service focuses on high levels of creative thinking, flexibility, and knowledge transfer

• Provide cutting-edge products or services

• Pursue the highest levels of innovation

• Service focuses on high levels of creative thinking, flexibility, and knowledge transfer

Product Leadership CultureProduct Leadership Culture

• Concept and future driven

• Focused on action, “going for it”

• Experimentation, “outside the box” mindset


• Concept and future driven

• Focused on action, “going for it”

• Experimentation, “outside the box” mindset


Technology organization Technology organization convergence at UW-Superiorconvergence at UW-Superior

“We implemented PeopleSoft on time and under budget”

“We save the university $60,000 annually on phone services”

“We found open source software to maintain the university website”

Network & Programming

Computing & Media

Technology Services



“We respond to helpdesk contacts within two hours”“We make sure classroom technology is ready to use every day”“We consult with staff to select hardware and software”

Technology ServicesTechnology ServicesUW-SuperiorUW-Superior

Operational Excellence

Application Services

Application Services

Support ServicesSupport Services

Infrastructure Services

Infrastructure Services



Customer Intimacy

Customer Intimacy


University Value DisciplinesUniversity Value Disciplines

Operational Excellence

TechnologyServices

TechnologyServices

Academics Student SvcsAcademics

Student SvcsBusiness ServicesBusiness Services

LibraryLibrary




Customer Intimacy

Customer Intimacy


Is there a pattern in value disciplines among different technology service groups?

Survey of UW System technology councils

Statements about priorities in providing services, 5 point scale, 4 questions for each

value discipline

Is there a pattern in value disciplines among different technology service groups?

Survey of UW System technology councils

Statements about priorities in providing services, 5 point scale, 4 questions for each

value discipline

UW System Survey GroupsUW System Survey Groups

• EMTC – Educational Media Technology Council – classroom technology, media development, distance learning/videoconferencing services n=13

• ITMC – Information Technology Management Council – administrative and academic computing, network services n=23

• LTDC – Learning Technology Development Council – Faculty technology development, online learning services n=8

• EMTC – Educational Media Technology Council – classroom technology, media development, distance learning/videoconferencing services n=13

• ITMC – Information Technology Management Council – administrative and academic computing, network services n=23

• LTDC – Learning Technology Development Council – Faculty technology development, online learning services n=8

Statistical Analysis – Chi-SquareStatistical Analysis – Chi-Square

Sample too small for effective analysis at .05

Approaching significant differences:

ITMC vs LTDC – one question each of Operational Efficiency, Customer Intimacy,

Product Leadership

Sample too small for effective analysis at .05

Approaching significant differences:

ITMC vs LTDC – one question each of Operational Efficiency, Customer Intimacy,

Product Leadership

Graphical AnalysisGraphical Analysis

Twelve charts - one for each question

Comparative responses of each technology service group on the 5 point scale

Twelve charts - one for each question

Comparative responses of each technology service group on the 5 point scale


Creating an efficient structure and organization in technology servicesCreating an efficient structure and organization in technology services

1 2 34

5

EMTC

ITMCLTDC

0.00

0.10

0.20

0.30

0.40

0.50

1 23

45

EMTC

ITMCLTDC

0.00

0.10

0.20

0.30

0.40

0.50

0.60


Planning and implementing services that providePlanning and implementing services that provide a high level of return on investment a high level of return on investment


Reducing costs while maintaining qualityReducing costs while maintaining quality

12

34

5

EMTC

ITMC

LTDC

0.00

0.05

0.10

0.15

0.20

0.25

0.30

0.35


Improving efficiency and convenience in the university's services Improving efficiency and convenience in the university's services

1 23

45

EMTC

ITMCLTDC

0.00

0.10

0.20

0.30

0.40

0.50

0.60

0.70

0.80

Customer IntimacyCustomer IntimacyObtaining information about user needs, and using the Obtaining information about user needs, and using the

information to improve servicesinformation to improve services

1 2 3 4 5

EMTC

ITMCLTDC

0.00

0.10

0.20

0.30

0.40

0.50

0.60

0.70

0.80

Customer Intimacy

Designing and implementing products that closely meet the expressed needs of students, faculty, and staff

Customer Intimacy

Designing and implementing products that closely meet the expressed needs of students, faculty, and staff

1 2 3 4 5

EMTCITMC

LTDC0.00

0.10

0.20

0.30

0.40

0.50

0.60

1 2 34

5

EMTC

ITMCLTDC

0.00

0.10

0.20

0.30

0.40

0.50

0.60

0.70

0.80

Customer Intimacy

Working closely with technology users to help them use tools and systems

Customer Intimacy

Working closely with technology users to help them use tools and systems

1 23

45

EMTC

ITMCLTDC

0.00

0.10

0.20

0.30

0.40

0.50

Customer Intimacy

Working to closely link development processes with identified user needs

Customer Intimacy

Working to closely link development processes with identified user needs

1 23

45

EMTC

ITMCLTDC

0.00

0.10

0.20

0.30

0.40

0.50

0.60

0.70

Product Leadership

Helping the university understand and adopt new and emerging technologies

Product Leadership

Helping the university understand and adopt new and emerging technologies

1 23

45

EMTC

ITMCLTDC

0.00

0.10

0.20

0.30

0.40

0.50

Product Leadership

Creating strategies for sharing new tools and ideas

Product Leadership

Creating strategies for sharing new tools and ideas

1 23

45

EMTC

ITMCLTDC

0.00

0.10

0.20

0.30

0.40

0.50

0.60

0.70

Product Leadership

Keeping up with students as they bring new technology ideas and expectations

Product Leadership

Keeping up with students as they bring new technology ideas and expectations

1 23

45

EMTC

ITMCLTDC

0.00

0.10

0.20

0.30

0.40

0.50

0.60

0.70

Product Leadership

Working to maintain the university's level of involvement with advanced technologies

Product Leadership

Working to maintain the university's level of involvement with advanced technologies

ConclusionsConclusions

• Value disciplines can provide one form of common vocabulary for discussing differences during times of organizational change

• There may be consistent differences in value disciplines among different types of technology service groups, but more research is needed

• Value disciplines can provide one form of common vocabulary for discussing differences during times of organizational change

• There may be consistent differences in value disciplines among different types of technology service groups, but more research is needed

ReferencesReferences

• Eichen, M. Value Disciplines: A Lens for Successful Decision Making in IT. Educause Quarterly, 29:2 (2006), 32-39

• Treacy, M., and Wiersema, F. The Discipline of Market Leaders. Perseus, 1997

• Nordgren, P. Technology Service Strategies Survey, 2007. https://lgr.uwsuper.edu/phpesp/public/survey.php? name=techstrat

Contact: [email protected]

• Eichen, M. Value Disciplines: A Lens for Successful Decision Making in IT. Educause Quarterly, 29:2 (2006), 32-39

• Treacy, M., and Wiersema, F. The Discipline of Market Leaders. Perseus, 1997

• Nordgren, P. Technology Service Strategies Survey, 2007. https://lgr.uwsuper.edu/phpesp/public/survey.php? name=techstrat

Contact: [email protected]

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