Page 7 - Campus Technology, November/December 2017

IT MANAGEMENT
7
CAMPUS TECHNOLOGY | November/December 2017
“Be a change leader. One
thing is certain: A CIO career
changes a lot over time.”
— Theresa Rowe, Chief Information Officer, Oakland University (MI)
Brian Fodrey
Assistant Dean for Facilities & IT and CIO, School of Government, The Uni- versity of North Carolina at Chapel Hill “How I view IT within my organization: Every project is a technology project. Our
precise moment they want it (too early or too late both pose risks). Prime every request and project by asking, what is the organization trying to accomplish?”
Michael Mathews
Associate Vice President of Technology and Innovation, Oral Roberts University (OK)
“There has never been a greater time to have a joyful and rewarding career as a CIO, while at the same time there has never been a worse time to have a dreadful career as a CIO. Looking back over my career, I have seen quite a few CIOs dread their job, while many enjoy their career. The difference between the two is a simple, yet powerful perspective: your personal viewpoint of what and whom you serve. CIOs who served the latest fads in technology usually end up dreading their jobs. However, the CIOs who realize that they serve at the pleasure of the students’ needs — and president’s vision — enjoy their career.
“Through the last five years I have switched my own per-
spend on these activities.
“I spend a lot more time on the physical aspects of a
campus than I thought I would early in my career. Over time, IT has been outsourced, moved back on premise and outsourced again. That is a regular cycle. Understanding how to manage the physical campus operation while IT moves in a swirl is important.
“Despite recent surveys that suggest a CIO does not need to be technical, a CIO has to understand enough technology to have the respect of the technical people who report to the CIO, and be technical enough to have credibility around a table of peer leaders. No one suggests that a chief financial officer doesn’t need to know anything about finance and accounting; CIOs need to similarly lead technology. Peer leaders also expect the CIO to be a voice of IT security, unless there is a CISO.
“Own your career plan. Think through how you will reach and even extend your potential. No one cares as much about your success as you do. Mentors can be exception- ally valuable but in the end it is up to you.”
reality: Challenging fiscal climates = new normal. Our charge: To provide leadership in organizational change and innova- tion; IT does more than provide technology, it powers the mission of the organization.
“My approach to the employees I work with: Empower employees to find purpose in their work and a path forward to be successful. Create safe spaces for employees to make and learn from mistakes.
“How I approach my work: Technology moves faster than real time, and so does its marketplace — so be ready! By investing in strategic forecasting, maintaining a balanced approach and being open to transforming IT, you will be able to better predict and deliver what customers want at the
“Learn that communication and transparency is crucial to build confidence in IT.”
— Andy Jett, Vice President for Strategic Planning & Academic Resources and Chief Information Officer, Baker University (KS)