By user9147039 on Apr 30, 2013
Jerry Waldron, intrepid sole that he is, was drafted to lead this effort (Jerry is the CIO at the College of New Jersey). As part of the prep work (and follow-up) to the EAG meeting on the Sunday of Alliance, one article that he suggested as post-reading was a piece written by former Princeton president William Bowen. Entitled Walk Deliberately, Don't Run, Toward Online Education, Dr. Bowen makes a number of interesting points regarding the lack of hard data proving (or disproving) the efficacy of MOOC's and other forms of online learning. But it was some of his other points regarding cost containment that I found most interesting:
Academic leaders must look explicitly for strategies to lower costs. I am not saying that educational leaders lack courage (though, sadly, some do). The reality is that controlling costs is a hard sell, in part because strong forces are pushing in the opposite direction.
He's likely not talking about my next point, but it ties back very directly to some of the discussions during the Sunday EAG session at Alliance in March. And let me make this caveat before proceeding: Oracle doesn't exactly have the best reputation across higher ed for being a part of the cost containment movement (most would argue that we're part of the problem), but this is where I think Oracle is most misunderstood. We've been all too willing to sell higher ed a lot of software, hardware and services - in other words where there has been lack of discipline and governance we've been complicit in indulging our customers (big generalization here) in the creation of custom jalopies (IT systems made up of lots of parts integrated and maintained by the customer) vs. selling complete automobiles.
Further, there is additional "gold" in striving for more streamlined, integrated systems from fewer suppliers: the information available in the data. With so much emphasis on improving student outcomes (student success) and personalized learning (student experience), one of the keys to really enabling these strategic imperatives through better data quality. Investing in a myriad of point solutions from different vendors, especially if that data is now in the cloud, is a nightmare that some in higher ed are already experiencing. Even if I didn't work for Oracle, I'm certain I would argue for the same things that Nicole Englebert of Ovum in her comments to the aforementioned EAG made during her opening remarks. In a presentation she made to the group entitled "Tectonic chanve in higher education," she references as a major strategic goal the reduction in the number of information technology vendors with which institutions partner, with expectations for a different type of relationship. She also talks about more standard approaches to enterprise applications, requiring fewer resources (i.e. lower cost) for maintenance and improved agility.
So I think in summary it's going to take some very very courageous CIO's (with willing co-conspirators in COO and CFO positions) to move the needle when it comes to transforming IT in higher from tactical to strategic. And that's why I applaud what the EAG through the HEUG is trying to do.