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Special Series: Technology >> Part 1: Strategy/Mission/Vision
5/5/2005
, in a presentation to the National Commission on the Cost of Higher Education (www2.nea.org/he/cost.html), said that colleges and universities would not see changes in the unit cost of IT until they make a ³paradigm shift² in the way they deliver services.Massy challenges presidents to increase the efficiency and effectiveness of their IT systems and bolster the strength and productivity of their institutions in an increasingly technology-savvy market of for-profit and not-for-profit competitors.The paradigm shift in operations, delivery systems, or both (a massive undertaking) offers presidents a chance to turn traditionally structured institutions into interactive learning webs wherein each student´student, student´faculty, faculty´administration link yields greater knowledge within and outside the classroom. Outside the one-way teacherÆstudent information flow, the institution swells with expertise gained when members of the college community inform one another. As espoused by Michael H. Zack (whose research and publications have focused on the use of information and knowledge to increase organization performance effectiveness) and others, the paradigm shift from traditional to knowledge-based enhances the "economy, innovation, and competitive positioning" of the institution and depends largely on efforts of a motivated president with support from the board, senior administrators, faculty, staff, students, and even alumni.
Conclusion
"Any sufficiently advanced technology is indistinguishable from magic." -- Arthur C. Clarke.
Information technology offers too many exciting and relatively inexpensive opportunities for higher education to ignore: Strategically designed IT helps students and faculty maximize academic advisement, schedule classes, plan lessons, view and present lectures in the classroom or online. Strategically designed IT streamlines delivery of services so that students can make efficient use of their time and money. Strategically designed IT simplifies operations so that administrators and faculty can cost-effectively monitor and provide for students as they pass from admissions to graduation to alumni status. As the wheels of progress turn ever faster, presidents have access to near magical technologies at reasonable cost. IT represents a major expense stream that can, if managed correctly, yield significant improvements in productivity. Competition for students will challenge colleges and universities to deliver faster, more flexible, and broader services to students without driving net revenues into the red. Sensitivity to changes in the way competitors, students, faculty, administrators, and the public use technology will help proactive presidents choose and fund (and IT professionals refine and test) systems that will promote the best interplay among technology, operations, services, revenue, expenses, and strategy—for the ease of users and the good of the institution. Dr.
Dr. Michael K. Townsley is the author of The Small College Guide to Financial Health (NACUBO, 2002) and is former President of Pennsylvania Institute of Technology. He is a consultant for Stevens Strategy (www.stevensstrategy.com), specializing in the development of strategy for colleges, universities and schools.
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