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• W342710947 abstract "Leading a campus through rapid IT change is a challenge, particularly from the perspectives of planning and leadership. At the same time, many observers would concede that today’s highly competitive, resource-constrained, global environment offers the greatest opportunities for fundamental change in higher education since the emergence of Clark Kerr’s concept of the “multiversity” in 1963.1 Diminishing financial support, greater user expectations and functional requirements, increased public and constituent accountability, economic globalization, deepening concerns over privacy and security, digital content and intellectual property conflicts, changing political climates, and escalating competition from both traditional and nontraditional education “franchisees” can be viewed as threats and pressures, to be sure. But they may also be viewed as opportunities—both for institutions of higher education and for the chief information officers (CIOs) who serve those institutions. As Dolence and Norris wrote in their seminal work Transforming Higher Edu­ cation: A Vision for Learning in the 21st Century,2 we must transform higher education to meet the needs of the information age, and information technology must be an agent of that transformation. At best, we are now only in the infancy of that transformation. As with most things, this transformation does not represent an event, but rather a continuous process of strategic change that will be catalyzed by leadership. The effective CIOs of today and the aspiring CIOs of tomorrow understand this responsibility and the central role that leaders with vision and a “change agent” mentality will have in its realization. As Hawkins,3 Bruce and McDonald,4 and others have noted, the CIO position has changed dramatically over the past two decades, expanding in scope of responsibilities as well as qualifications for the position. There are two critical facets of the CIO position today. First, the CIO must fundamentally transform IT divisions into strategic organizations capable of meeting current needs and future positioning requirements, and that in turn serve as models for the campus. This is largely consistent with excellent execution within the traditional CIO model. Equally significant is the fact that successful performance in the CIO role today and in the future would essentially make this ability a given. In other words, this transformation of IT is the minimum achievement for a CIO’s performance to be considered acceptable. The second, and probably more important, responsibility of today’s CIO is at a level far beyond keeping the IT house in order. The CIO must participate in and influence change in Professional Development for Aspiring CIOs" @default.
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• W342710947 title "Professional Development for Aspiring CIOs" @default.
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