PowerPoint Presentation

Winston Salem State University

IT Leadership Design Session

May 21, 2015 Bryan Setser -2Revolutions

I

Consulting Firm

Action Tank

Think Tank

2Revolutions: A Different Kind of Firm

Design Studio

2Revolutions: The Highest Level Context for Our Work

3

Helping folks jump from one curve to the next..

Crisis

Stable

Good

Great

Learn

Experiment (Existing)

Prototype (New)

Transform Division

Transform

UNE

3

4

Session Objectives

Build team-ness and a shared vision for Q3

Introduce the Lean Startup design cycle

Provide context for WSSU IT now, next, and future

Review/discuss examples of lean startup thinking as it applies to creating a Culture of Innovation in Higher Ed IT at WSSU

Introduce role of design thinking

Workshop key strategic design elements of WSSU IT

Build execution protocols (process and products) for working on the work in Q3 with a clear 90 cycle

4

Norms

Being right is not a strategy for change

Calibrate a growth mindset

Trust the process (hopes, fears, and doubts)

Challenge assumptions

Use the bio breaks to check your cell phone

Treat each other with grace and mercy

High Level Agenda

Build products and processes that enable a culture of IT innovation

Measure speed dating protocols and lean leadership loops

Learn how to leverage IT practice to activate lean design thinking, learning, and action

8

Please select the statement that best describes your view of your institution and the need to innovate its learning and/or business models:

Overview of Educause Findings - 2015

8

Column %Dont know / unsureOtherWe do not feel the need to innovate our learning or business modelsWe know we need to innovate our learning or business models, and how to implement new modelsWe know we need to innovate our learning or business models, but were not sure how to implement new models0.02361275088547820.07556080283353010.02125147579693040.3719008264462810.50767414403778

Factors Fueling the Shift in Higher Ed

9

10

Does design matter?

11

Leaders provide clarity, vision, and purpose for WSSU IT

Leaders motivate the elephant and help people care and invest deeply about whats possible

Leaders shape the path Well place 10,000 leased devices in our students hands and heres how

The Switch Clinic Group Coaching Session for Bryan

Situation: I need to lose 15 pounds

Rider: Work out more and eat less

Elephant: I really like desserts

Whats the switch?

How do I direct the rider? How do I script the critical moves? How do I point to the destination?

How do I motivate the elephant? How do I shrink the change? How do I appeal to identity?

How do I shape the path? How do I build a habit? How do I rally the herd?

VIDEO

Bryan Setser () -

Whats the switch?

How do we motivate the elephant with hopes?

How do we direct the rider to conquer fears and doubts?

How can we shape a clear path for the rider and the elephant?

Lean LeadershipMatters

16

Lean Leadership Loop Sample_________________________

17

Interview customers (internal and external)

(3) customer themes

What is it they really want?

What is the MLP they desire?

What is the MVE?

I really like.

I have questions about

How will you test the product lovability?

When will you test it?

Where? How?

What early evidence do you expect?

Who is on this team?

How can you make your outcomes SMART?

How will you measure success?

What ongoing supports are needed?

SWOT Peer/Customer Review Process

Noted strengths

Noted weaknesses

OFI

Threats

Produce the Why, What, and How Pitch Deck

Lean-cycle Innovation: The Marshmallow Challenge

Challenge: Build the tallest free-standing structure you can using only the materials you have in the bag, placing the single marshmallow on top

Hypothesis: If we collaborate as a team in multiple ways based on our experiences, then well be able to build a competitive structure amidst our peers

Prototype: Take a picture of your prototype and tweet it to #buildmeasurelearn @2revolutions

Desired Outcome(s): The tallest free standing structure in the room; Starbucks cards for the winning team

Next Steps: Check out the real structures in the room or the pictures on twitter. Discuss designs? Ask questions about the thinking behind the designs? Discuss design flaws and design triumphs? Learn and teach someone else

18

Bryan Setser () -

The Intelligent Campus - http://bit.ly/1LncWXh

Candy Store Who is doing what? http://bit.ly/1MdN1CM

Campus technologies

Light process and work flow

Multiple audience, channels, and benefits

Securing cyberspace

Comprehensive planning

Executing the Intelligent Campus

19

I Like

I Wish

I Wonder

Stanford d School Protocol The Learning Walk

Build Groups *vote with your feet and use the lean loop

Slide 26 topics

Cluster Groups

Prototype Slides

Two reports as resources

Build, Show, Speed Date, and Document

28

Lean-cycle Innovation:

Challenge:

Hypothesis (if/then):

Prototype:

Desired Outcome(s):

Next Steps:

29

31

32

War Room Strategies

Do they have a war room like k-12 physical or digital to chart progress? Would we see visible evidence if we stopped by?

33

Can their war room be digital on demand like industry?

34

Can they model a stoplight process like we do at Davidson?

35

36

Kill the Template: Create the Digital War Room

15five.com

Can they use tools including INSPIRED to check progress, share with others?

36

37

Next Steps Structures

Face to Face

F2F quarterly full team work sessions

4 quarterly Design Loops (2 internal; 2 external)

monthly team sessions

1bi-weekly lunch & learn

Virtual

1 bi-weekly lunch & learn

1 bi-weekly deep dive

1 weekly core staff touch point

3 weekly d-loops

1 daily stand and deliver (diads)

1 daily informal (whole team or

multiple members)

Schedule topics for the next 90

Days Spreadsheet (calendars out)

*Think about 2REV anthropology visits and design loops

TWITTER BUSINESS CANVAS

http://www.businessmodelgeneration.com/downloads/business_model_canvas_poster.pdf

40

40

Take some open q and a and remind them to be intentional about community/stakeholder engagement. Also remind them of next months session and collect questions for me if dont know the answers.

11.2o

2o

2o

1

1

.

2

o

2

o

2

o

NOWNEXTFUTUREINNOVATEthe System We NeedIMPROVEthe System We Have (Incremental = Diminishing Returns)(Cross the Chasm = Difficult, But Promising)