Agenda

• Opening Comments– Reflections– Leadership Journeys

• Planning for Session V• Ron Kraemer, CIO and Vice Provost for

Information Technology• Results and Measures• Progress on Your Development Goals• Adjourn

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Focusing on RESULTS!

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Leadership and Results

When you hear the word results, what comes to mind?

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Defining Leadership

“A leader’s job is to make sure the organization does the right things, while a manager’s job is to make sure we do those things right.”

Warren Bennis: Why Leaders Fail

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“I’m talking about leadership as the development of vision and strategies, the alignment of relevant people behind those strategies, and the empowerment of individuals to make the vision happen despite obstacles.”

John Kotter: What Leaders Really Do

Defining Leadership

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Defining Leadership“Effective leaders must connect the attributes of leadership to results.”

“Being capable and possessing the attributes of leadership is terrific, but capability must be put to appropriate and purposeful use. …leaders must strive for excellence in both terms; that is, they must demonstrate attributes and achieve results.”

Dave Ulrich, Jack Zenger, Norm Smallwood: Results-Based Leadership

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Defining Leadership“Execution is the great unaddressed issue … today. It’s absence is the single biggest obstacle to success. … Execution is not just tactics… It has to be built into an organization’s strategy, its goals, and its culture.”

“The organization’s leader cannot delegate its substance.”

Larry Bossidy and Ram Charan: Execution – The Discipline of Getting Things Done

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Necessary Linkages

People

ResultsStrategy

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Strategy

You cannot craft a worthwhile strategy if you don’t have or cannot get what’s required to execute it – the right resources and people.

Strategy takes into account people and operational realities.

You must know your capacity and capabilities when you craft your strategy.

People

ResultsStrategy

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People – Staff Getting results requires that the right

people, individually and collectively, focus on the right details at the right time.

To get results staff have to be committed to the strategy and the action plan. Ideally they are involved in creating the action plan and have a vested interest in its success.

Staff must be accountable for getting results.

People

ResultsStrategy

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People – Leaders Only a leader can ask the tough questions

that everyone needs to answer, then manage the process of debating the information and making the right trade-offs.

Part of the leader’s responsibility is to observe the players, individually and collectively – on the field and “from the balcony.”

The leader uses knowledge of the business to constantly probe and question; to bring weaknesses to light, and to rally staff to correct them.

ResultsStrategy

People

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Getting Results is …“…a systematic process of

rigorously discussing ‘hows’ and ‘whats,’ questioning, tenaciously following through, and ensuring accountability.

It includes making assumptions about the business

environment, assessing the organization’s capabilities, linking strategy to operations and the people who

are going to implement the strategy, synchronizing those people and their various

disciplines, and linking rewards to outcomes.”

Execution

ResultsStrategy

People

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Behaviors that Yield Results 1. Have an absolute focus on results.

2. Take complete and personal responsibility for your group’s results.

3. Clearly and specifically communicate expectations and targets to the people in your group.

4. Determine what you need to do personally to improve your results.

5. Measure and increase the rigor with which you measure.

6. Constantly take actions; results won’t improve without it.

7. Seek feedback about ways you and your group can improve outcomes.

8. Model your methods and strive for the results you want your group to use and attain.

Results-Based Leadership

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References1. Execution – The Discipline of Getting Things

Done, Larry Bossidy and Ram Charan, Crown Business, New York, NY, 2002.

2. Results-Based Leadership, Dave Ulrich, Jack Zenger, and Norm Smallwood, Harvard Business School Press, Boston, MA, 1999.

3. Getting Things Done – The Art of Stress-Free Productivity, David Allen, Viking, New York, NY, 2001.

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Measures & Metrics

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Measure

Measure n. 1. The dimensions, quantity, or capacity of something as ascertained by measuring: Length, area, volume, and mass are basic measures of material properties.

Metrics – Measurements you can use. I.e., a metric presents data or information that allows us to take action.

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Metrics — What? & Why?

What would be helpful to

measure in your university’s

IT environment and why?

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Great Metrics Provide clear understanding of

progress toward strategic objectives.

Provide current status, rate of improvement.

Be perceived as valuable.

Manage the process and measure the results.

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Finance

Historically, financial measures have been the first and foremost measure of interest to management.

But, financial measures alone have never provided adequate information for operational support.

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The Balanced Scorecard 1990 multicompany study:

Measuring Performance in the Organization of the Future.

Existing performance measurement approaches were hindering organization’s abilities to create future economic value.

New approach: four distinct sets of measures: finance, customer, internal process, and innovation and learning linked to vision and strategy.

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The Balanced Scorecard

Obj

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M

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Initi

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Obj

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M

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Initi

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Internal Business Processes

“To satisfy our shareholders and customers, what business processes must we excel at?”

Customer

“To achieve our vision, how should we appear to our customers?”

Finance

“To succeed financially, how should we appear to our shareholders?”

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Learning and Growth

“To achieve our vision, how will we sustain our ability to change and improve?”

Vision and Strategy

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Thinking about University IT

What do we need to know to take action to improve our products and services?

How our customers think we are doing.

Information about the delivery of outcomes.

Information about the internal performance of our processes.

How our staff are doing.

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Metrics Framework

Satisfaction – how well are we doing?

• Customer – how satisfied are our customers with our products and services

•C.f., http://web.mit.edu/ist/survey• Employee – how satisfied are our staff

with their work and working environment

•C.f., http://www.cit.cornell.edu/cit/qwl/•C.f.,http://hrweb.mit.edu/workfamily/ssur

veys.html•C.f., http://www.insightlink.com/

Performance – numerical indicators of capacity and results

• System•E.g., email messages processed/day

• Process•E.g., avg. time to resolve call to help

desk•E.g., avg. number of purchase orders

processed by ERP system per business day

• Intraprocess task•E.g., avg. time to first response to web

posting of a request to the help deskCost – what are the financial costsassociated with the unit?

•University•What is the cost of IT university-wide?

•Organization•What is the cost of central IT?

•System•What is the cost of operating the ERP system?

•Service•What is the cost of providing email? Per message processed?

•Process•What is the cost of processing a purchase order?

• Intraprocess task•What is the first-response cost in the help desk process?

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Dashboards

What do I do if I want to use metrics such as these for operational purposes?

Defining what is significant.

Collecting it.

Making it available.

Using it to improve operations.

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References1. The Balances Scorecard, Robert S. Kaplan and David P. Norton,

Harvard Business School Press, Boston, MA, 1996. [Slide 6 reproduces Figure 1-1 on Page 9.]

2. “Aligning IT with Firm Business Strategies Using the Balanced Scorecard System,” Quing Hu and C. Derrick Huang, Proceedings of the 38th Hawaii International Conference on System Sciences – 2005, http://csdl.computer.org/comp/proceedings/hicss/2005/2268/08/22680230a.pdf

3. “Management by Fact: Benchmarking Uniersity IT Services,” Jennifer Dowling Dougherty, William Clebsch, and Greg Anderson, EDUCAUSE QUARTERLY, Number 1, 2004. [Available at: http://www.educause.edu/LibraryDetailPage/666?ID=EQM0413; see also, http://web.mit.edu/ist/about/benchmarking/.]

4. “Digital Dashboards: Driving Higher Education Decisions,” Elazar C. Harel and Toby D. Sitko, EDUCAUSE Center for Applied Research Research Bulletin, Volume 2003, Issue 19, September 16, 2003.

5. Information about MIT’s HelpDesk dashboard as well as current dashboards can be found at: http://web.mit.edu/ist/support/dashboard/.