7 March 2010 Leave a comment
We’re currently recruiting a brand new CIO post for the Open University. This is a major leap forward in thinking at the OU and the emphasis of the post is to provide the cohesion between the technology areas of the orgnisation and to manage the complexity to meet business needs (my interpretation - the recruitment agency use much longer more business savvy words)
Historically the OU has been like many other universities and has had ‘ogranic growth’ of information services with a number of faculties leading the way and then some of the technologies getting adopted more widely and then becoming part of a centrally run service, some services from the central support units also get used more widely and some student technologies get adopted by staff so there are many different technologies and service in place at any one time.
In the recent past there has been a push to centralisation and control and AACS (the Academic and Administrative Computing Service) at the OU has had a difficult job of managing that without having any direct authority to remove other services in place in other parts of the University. AACS also started out as supporting just the admin services with the academic services within another unit. The expanding to support academic systems has also not been without problems. AACS haven’t had influence (or sometimes awareness) over what other units develop for themselves and so there is a multitude of systems with overlapping or duplicated functionality.
The issues always tend to end up as a tension between providing a balance between control (security) and access (openness). We generally want openness in our services to students, with ‘widening participation’, ‘freemium’ and ‘OER’ being the flavours of the day. We generally need tight control and security of our administrative services and our business critical systems to ensure that we can guarantee business continuity.
There’s also a need to ‘move up the value chain’ and leave the low level service provision to others. The ideas of commoditization and the consuming and adapting rather than building it all ourselves approach of the past and the move to the cloud… (I’m simplifying here but Simon Wardley explains it better than I can)
The answer seems to be the creation of a post which sits at a very high level and is seen (at least theoretically) to be above any single technology area - to be a director of information services and a broker between the different parts. It’s also someone who reports to our ‘Vice Chancellors Executive’ so therefore someone who can explain strategy and can push back at some of the views in order to build a service that meets the future needs of the University.
I think this is a very positive step for the orgnisation. The post is not only to align development but also to think about agile approaches to delivery and to manage a path to facilitate growth of services from research through to operational (where appropriate), from single unit to multi unit to enterprise, from centrally through to distributed, to facilitate cloud-based or shared solutions. It’s to act as the business architect. A role sorely needed.