at the edge of the world with a compass but no map library... · at the edge of the world with a...
TRANSCRIPT
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At the Edge of the World With a Compass
But No Map
Ted Dodds CIO and Vice President, Information Technologies
Cornell University Monday, April 8, 2013
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Practitioner’s Perspective
“In theory, there is no difference between theory
and practice. In practice, there is.”
…Yogi Berra
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Practitioner’s Perspective
WHY? Vision
WHAT? Strategy
How? Tactics/Execution
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Observations
Pressures to change the academy are growing and persistent.
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Observations
Legacy coping strategies no longer work. (raise tuition, borrow, wait, deny)
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Observations
Despite a history of broken promises, IT can make a difference
in addressing these challenges.
Both institutionally and systemically.
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Observations
This time, the outcome will be different.
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Observations
Here’s why.
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Cornell … a case study
Founded 1865 1,587 faculty 1,073 academic non-faculty 7,074 staff 21,424 students $3.2B operating budget $5.6B endowment
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Cornell … Ivy and Land Grant
“I would found an institution where any person can find instruction
in any study.”
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Cornell … small town, big city
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• Cash-flow • Reimagine • Reduce • Restructure • Efficiencies • Rebalance IT expenditures
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HIGHER EDUCATION CHALLENGES
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Higher Education Challenges
• College affordability and graduate debt
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College Scorecard
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Higher Education Challenges
• College affordability and graduate debt • Stagnant or declining revenues, all sources
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Moody’s Blues
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$42,000+ per year, tuition and fees
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Higher Education Challenges
• College affordability and graduate debt • Declining revenues, all sources • Growing cost pressures, despite recession cuts • On-line education both opportunity and threat • Culture of slow, incremental change
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NOW IS THE TIME FOR TECHNOLOGY TO MAKE A DIFFERENCE
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REASON FOR SKEPTICISM
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Technology Broken
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Technology Broken
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Ok, It Doesn’t Fly…yet
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Mobile and Internet Adoption, Record-Breaking
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Do Your IT Expenditures Look Like This?
90% Utilities
10% Differentiators
• Messaging/calendaring • Most administrative systems • Voice and most data networking • Desktop support
• Academic technologies • Analytics • Usability • Research computing • Mobility
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Working to a More Equal Balance
50% Differentiators
• Messaging/calendaring • Most administrative systems • Voice and most data networking • Desktop support
50% Utilities
• Academic technologies • Analytics • Usability • Research computing • Mobility
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Our Complexity Challenge
Cost
Complexity
Cost
Scale/Value Planning Virtualization Cloud services
Desktop management Software consolidation
Common Infrastructure
Reallocate investment to
academic differentiators
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Internet2 Value Proposition
Access to cloud services through a trusted network managed to community requirements
Accessing cloud services through the Internet2 Network provides value: 1) Unparalleled performance 2) Can be optimized to support diverse use cases 3) Can be optimized to maximize security and
data privacy in transit 4) Uniquely supports collaborations
Utilizing InCommon authentication to access cloud services provides value: 1) Uniquely recognizes individuals without
loss of institutional affiliation 2) Allows greater individual autonomy to
access services 3) Allows the provisioning and licensing of
services directly to individuals while respecting institutional obligations relative to that use
Leverage network and federated authentication
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Net+ Service Development
PLUS: Step 0: Inquiry / Investigation Step 6: Sunset
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Net+ Today: 60 Services, 56 SPs
3 General Availability Box, Merit, Comodo Certificates
10 Early Adopter DuraSpace, Eduroam, Duo (BA), Evogh (BA), SIP, Adobe (BA) eText, Safenet, MS (Azure, SHI as Reseller), Instructure (BA), SDG(BA)
10 Service Validation D2L, Dell (IaaS), Vidyo, ICE Health, AWS, MS (O365), CENIC (AWS, SIP, Virtual DC), rSmart, Code42 (Crashplan)
12 Evaluation NCSU/IBM-VCL (Research Computing), AT&T (IaaS), CTL/Savvis (IaaS), Fischer (Identity), Splunk, Penguin/IU (HPC), LectureTools/Echo360, MS (Professional Services, Personal Storage), SHI, Starfish, Lynda, eContent (CourseLoad/McGraw-Hill)
3 Research Incubator …MS-big Data, Dell BDaaS, HP (HPC)
22 Inquiry Phase FuzeBox (Video), BlueJeans (Video), Latysis (IaaS), CycleComputing (HPC), Nasuni (StaaS), MCFTech (QuickBase-PaaS), AppDynamics (Performance Monitoring), Vmware, Oracle, Day1Solutions (Storage), DocuSign, Joulex, Brocade, Bracket Systems, SnapLogic, LMC DataEdgeBackup, Mozy, Nuestar (UltraDNS), Troux, VirtuStream, Apptio, Starfish Solutions
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SHIFTING RESOURCES TO DIFFERENTIATORS
…ON-LINE EDUCATION
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The MOOC Disruption
• edX graphic? • Clay Cristensen, disruptive, innovator’s dilemma • 3 goals of edX • Faculty driven, bottom up, therefore promising • Board activism will maintain pressure
– UVA story from Jun/2012
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“If we understand the magic of what we do, how many years do we need?”
Rafael Reif, President, MIT
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Shifting from Teaching to Helping Students Learn
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PRESSURES & ENABLERS SYSTEMIC CHANGE
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Pressure - Board Activism
Source: washingtonpost.com/2012-06-10/
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Pressure - Faculty Activism
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Enabler - Collaboration models have matured
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Enabler - Learning Platforms have Matured
Cont
ent
Time
Stud
ent U
se
Time
100%
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Other Factors
• Never underestimate the power of denial • Duck and cover, business as usual • Major SaaS privacy breach • CIOs ready to lead the conversation?
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YES!
Will it be different this time?
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Thanks for listening… Any questions?
Ted Dodds CIO and Vice President, Information Technologies
Cornell University Monday, April 8, 2013
http://creativecommons.org/licenses/by/4.0/