The Evolving Role of the Higher Education CIO

The Evolving Role of the Higher Education CIO (Polymath) A Report on the Research Conducted for a Dissertation at The University of Pennsylvania Jerry De. Santo, Ed. D. VP for Planning and CIO The University of Scranton

Why Study This Topic?

Other Reasons Ø Few Current Studies Focused on The CIO Profession and How the Role is Changing Ø The Level of Hyper-Change in the IT Industry Over the Last Five Years Ø The Current Volatile State of the Higher Education Industry and the Impact on Each of Our Campuses Ø My Own Professional Experience While on This Journey

Study Process Steps Ø Formulation of Research Question(s) Ø Literature Review Ø Development of Research Methodology Ø Pilot Study Ø 2011 LBCIO Survey of CIOs Ø Qualitative Study Ø Analysis and Synthesis Ø Findings and Conclusions

Research Questions 1. How is the evolving role of the higher education CIO being impacted by the following IT/Higher Education industry forces: Consumerization, The Cloud, Virtualization, IT Security, and Budget Constraints 2. Will the role remain viable into the foreseeable future, and will it tend to be more strategic or operational?

Research Methodology Ø Mixed Methods: Ø 2011 LBCIO Survey ØApproximately 200 CIO Respondents ØAdded 16 Questions to Support Research ØTwo Pronged Approach. The Survey Informed the Interview Questions. The Survey Results Informed the Findings and Conclusions ØQualitative Interviews ØEight (8) Higher Education CIOs ØEight (8) Senior officers at Same Institution ØGender, Years as CIO/Senior Officer, Institution Type Diversity Sought ØProtocols were Different

Characteristics of Interviewed Higher Education CIOs No. Gender CIO Tenure (Years) Carnegie Class Public/Private Student Headcount Private 1, 775 1 Male 9 Bachelor Diverse Small 2 Male 2 Masters Large Private 3, 300 3 Female 2 RU/VH Research Private 7, 000 4 Female 5 RU/VH Research Private 25, 000 5 Male 10 Master Large Public 8, 300 6 Male 11 Masters Large Public 12, 500 Public 30, 000 Private 6, 200 7 Female 35 Two-Year Community College Large 8 Female 5 Masters Large

Characteristics of Interviewed Senior Officers No. Gender Carnegie Class Discipline 1 Female Bachelor Diverse Small Academics 2 Female Masters Large President 3 Female RU/VH Research Student Affairs 4 Male RU/VH Research Human Resources 5 Female Masters Large Academics 6 Male Masters Large Advancement 7 Female Two-Year Community College Large Enrollment Management 8 Male Masters Large Finance

Relevant Findings Ø Consumerization Ø The Cloud Ø Security, Risk Management & Compliance Ø Service is still King Ø Seat at the Cabinet Table Ø Reporting Lines Ø Strategic, Yes Ø CIO as Informaticist Ø Traits In the qualitative study there were no discernible differences in CIOs by size, type of University or by years in the CIO role

Synthesis Higher Education CIO Trait Buckets HIGHER EDUCATION CIO Interpersonal Business Higher Education Technical Leadership

Non-Findings Ø Virtualization Ø Budget Constraints A wonderful technology development that has resulted in greater efficiencies, staff productivity, and facilitated more flexible service offerings---but isn’t impacting the evolution of the role. CIOs in higher education have been dealing with budget constraints seemingly forever. It appears to be the nature of doing business in this space. Thus, the current economic downturn triggering

Findings I didn’t Anticipate aka Emergent Ideas to Explore Ø The Female Higher Education CIO Ø The Issues of Honesty, Integrity and Trust Ø Value Creation Revenue Generation? Ø Higher Education CIOs that Immigrate from Other Industries

The Female Higher Education CIO Ø Proportion rose to about 25% and then leveled off Ø Why are these numbers not increasing? Ø Legacy of Engineering, Computer Science? Ø The “All Boys” Club? Ø Lack of Ambition or interest? Ø Female CIOs appear to be doing great work and are particularly well suited to

Honesty, Integrity, and Trust Ø A theme I repeatedly heard, especially from other senior officers Ø Why? Ø Amount of $$$$ involved Ø The focus on data security and the value of the data asset Ø The recognition of the CIO as a key member of senior leadership on campus

Value Creation Revenue Generation In the for-profit sector CIOs more commonly are asked to contribute towards revenue generation In higher education this doesn’t hold true HE CIOs are largely expected to create value in other ways, principally through process improvement, CRM strategies, and teaching and learning innovation

Higher Education CIOs who Immigrate from Other Industries CIOs entering Higher Education from other industries come with a different mindset and perspective It would be interesting to explore the comparison of the born and bred higher education CIO vs. their counterpart who has migrated from the for-profit world.

Higher Education CIO Role Research Questions Conclusion Matrix Key External Influencers Key Evolving Functions IT Consumerization Shift from standards culture to personalized culture The Cloud Shift from on-campus data centers and capital purchasing to contracted services IT Security Shift from openness and sharing to privacy, compliance, and risk mitigation Factors Impacting Role Relevance in Action Adding Value Operational efficiencies to strategic contributions Cabinet Seat Facilitates contributions to strategic discussions Reporting Lines Entre to cabinet seat and strategic involvement

Was Nicolas Carr Right about the Extinction of the CIO Role? Perhaps…. But, not if higher education CIOs figure out ways of adding value at a strategic level To be part of the strategic conversations CIOs must be seated at the Cabinet table But, they don’t have to report to the President

Higher Education CIO Role Evolution Catalyst Former Roles Evolving Consumerization Standards Architect Enabler Rule Enforcer Facilitator Hardware/Software Procurer Educator The Cloud Manager of people, things, places Matchmaker Recruiter and procurer of the physical Broker/Intermediary All powerful IT decision-maker Contract Negotiator Controller of all IT finances Service Procurer Integrator Information Security Password Controller IT legal expert and consultant Enforcer of responsible computing behavior Risk assessor and mitigator Grants access Maintainer of balance points (risks vs. function)

Synthesis Portrait of the Higher Education CIO 1992 2012 and Beyond Dominant Build Share Spend Optimize Technical Well-rounded Physical Virtual Obscure Visible Consumption Bracketed Functional Value-Added User-centric Customer-centric Operational Strategic Manager Leader 1992 Beyond 2012 and

Full Study Available at http: //www. lbcio. org Questions and Comments