Apac
  • Home
  • CXO Insights
  • CIO Views
  • News
  • Conferences
  • Newsletter
  • Whitepapers
  • About us
Apac
  • Admired Tech

    Agile

    AI Healthcare

    Artificial Intelligence

    Augmented Reality

    Aviation

    Big Data

    Blockchain

    Cloud

    Cryptocurrency

    Cyber Security

    DevOps

    Digital Transformation

    Drone

    HPC

    Infrared

    Internet of Things

    IT Services

    Marine Tech

    Networking

    PropTech

    Remote Work

    Robotics

    Scheduling Software

    Sensor Tech

    Simulation

    Smart City

    Software Testing

    Startup

    Storage

    Unified Communication

    Web Development

    Wireless

  • Automotive

    Banking

    Capital Market

    Construction

    E-Commerce

    Education

    FinTech

    Food and Beverages

    Gov and Public

    Healthcare

    Insurance

    Legal

    Logistics

    Manufacturing

    Media and Entertainment

    Metals and Mining

    Pharma and Life Science

    Retail

    Sports

    Travel and Hospitality

  • CISCO

    Google

    IBM

    Microsoft

    Oracle

    Salesforce

    SAP

    ServiceNow

  • Business Intelligence

    CEM

    Cloud-based Planning

    Cognitive

    Collaboration

    Compliance

    Contact Center

    Contact Tracing

    Contactless Payments

    Corporate Finance

    CRM

    Custom Software Development

    Data Center

    Digital Signage

    Enterprise Architecture

    Enterprise Asset Management

    Enterprise Communications

    Enterprise Contract Management

    Enterprise Performance Management

    ERP

    Facility Management

    Field Service

    Fleet Management

    Gamification

    HR Technology

    IT Infrastructure

    IT Service Management

    Managed Services

    PLM

    Procurement

    Product Management

    Project Management

    RegTech

    Revenue Management

    Sales Tech

Menu
    • Collaboration
    • CISCO
    • Compliance
    • Contact Center
    • Healthcare
    • IT Service Management
    • Microsoft
    • Retail
    • MORE
    #

    Apac CIO Outlook Weekly Brief

    ×

    Be first to read the latest tech news, Industry Leader's Insights, and CIO interviews of medium and large enterprises exclusively from Apac CIO Outlook

    Subscribe

    loading

    THANK YOU FOR SUBSCRIBING

    • Home
    • Collaboration
    Editor's Pick (1 - 4 of 8)
    left
    The Value of IT and Business Partnership - From Silos to Collaboration With Purpose

    Darren Williams, CIO, Device Technologies

     The Power of Innovation with Collaboration Technology

    Terry Vahey, CIO and Associate Vice President for IT Services, San José State University

    Orange is the New Black in Enterprise IT

    Ginny Davis, CIO/CSO, Technicolor

    The Robust Virtualized Work Environment Amid COVID-19 Epidemic

    Matt Oostveen, Chief Technology Officer, Asia Pacific & Japan, Pure Storage

    Collaboration in the Digital Workplace

    James Brennan, Head Of Education & Nsw State Manager, ELB Pty Ltd

    Moving More with Less - CHEP Boosts Transport Collaboration to the Next Level

    Michael Gierloff, Director Transportation, CHEP

    The Reliable Shield for Your Valuable Data: Flash-to-Flash-to-Cloud

    Mr. Billy Chan, Country Manager, Hong Kong & Macau, Pure Storage

    Three Realities of Modern Business that are Driving Managed Services adoption

    Bill Padfield, Senior Executive Vice President, Transformation & Platform Services, NTT Ltd.

    right

    Why Collaboration Matters in Higher Education

    By Tom Andriola, CIO, University of California System

    Tweet
    content-image

    Tom Andriola, CIO, University of California System

    I’ve noticed IT people don’t particularly like high-level, fluffy discussions. They’d rather hear specific use cases. So I’m going to do both in this article, start with the use cases and then work up to a broad view of collaboration for the good of higher education.

    Collaboration. It’s one of those words that if you ask ten people what it means, you get eleven different definitions. I'm going to define a few simple use cases to illustrate what I mean by collaboration and how the University of California has thought about it. I contend all three are reasonable arguments for why collaboration makes sense.

    • Use case 1: You and I work together to come up with a solution. By leveraging each others’ strengths, the solution is better than each one of us could have come up with individually

    • Use case 2: You and I work together to come up with a solution that gets finished and is in place for users faster because we've shared the burden of time and resources

    • Use case 3: You have a great solution and I don’t. I work with you to adapt your solution to my environment, which is a much easier and cheaper path than if I tried to do it on my own

    To be sure, I haven’t spent my whole career in higher education – just four years – and many still consider me a newbie. But that gives me a somewhat neutral perspective. And one of my observations is I hear people say they’re so busy they don’t have time to do anything beyond their regular job. But they certainly have time to reinvent the wheel. They have time to solve a problem that has been solved many times over, and in many places. I find this not only ironic but also, dare I say, moronic? How, in such a financially constrained industry can we justify such a wasteful mindset? Are we really so unique that my problem for classroom assignments is different from yours, or your need for a grant database is different from mine? This is not a uniqueness issue. This is a mindset issue.

    Collaboration would be much more effective for us in higher ed if we challenged the fundamental paradigm about needing to be unique. At the University of California, we are a living experiment in collaboration – a university system made up of ten campuses and six health systems, each with its own CIO and IT functions. At each of our campuses, IT functions exist not only in a central IT unit but also across the campus in the academic and other departments. This broadly defined IT community counts 7500 people. That’s right – 7500 people who come to the university every day to make a difference for our students, faculty, staff, and each other.

    I see that as 7500 opportunities, and when I joined UC, I asked a somewhat novel but simple question: What if these 7500 people had the ability to leverage the collective knowledge and experience of our community, and so could deliver increased value to the mission at unparalleled speeds? That has become our grand experiment – find ways to answer questions more quickly, find for our problems the solutions that already exist.

    At this point we’re not talking about technology. We are talking about architecture - the architecture of culture and change. How do we design an organizational capability and culture for people to connect fast and meaningfully to answer questions and solve problems? I believe it’s not only what is expected of us, but is very much within our reach if we purposefully build the collaborative fabric and mindset to leverage our collective capabilities.

    Today at the University of California we are well down the path of building that capability and rewiring the cultural norms. The CIOs are sponsoring and indeed cultivating a UC IT community of 7500 professionals through a variety of mechanisms, including a blog and a LinkedIn group. I’d like to highlight three critical threads in our experiment: governance, service, and professional development. First, we actively tap our community to help with governance and strategy: We have established various system wide staff committees, defined by topic, that focus on activities where working together offers greater value to each campus and the system as a whole. Examples are committees on research IT, educational technology, IT procurement, and IT accessibility. They are charged with articulating the most important problems and strategic goals in their areas, and coming up with shareable solutions.

    Second, with the help of the Slack collaboration platform, we have created an easy way for communities of interest to find each other, hold meaningful conversations, and find and exchange solutions. We do not manage this; it’s organic. You’re not required to join; you’re invited. And people do join. They engage because they are passionate about serving the university. They stay engaged because they find solutions to their IT problems and derive value from the sense of community and belonging. They feel they are serving something larger than themselves.

    Finally, helping people understand collaboration is like developing any other skill or competency. There is a body of knowledge around it. There are techniques you can learn to make it work better for you, and one becomes better at it through practice. We have incorporated collaboration into our leadership development programs as one of the three core competencies – as important as leadership and innovation.

    At the end of the day, does any of this make a difference?

    Though we still have a long way to go, we are growing success stories. For example:

    • A UC San Diego risk and safety application served as a starting point for UC Davis, which then built it into a full-fledged suite of risk and safety solutions used by all the UC campuses and medical centers

    • An academic review and recruitment system was developed at one campus and adopted by others because it was better than what they had and they could get it into place quickly

    • Two UC locations chose to share a major health records platform, rather than buy separate ones. This bold move saved tens of millions of dollars in capital that could be invested back into the mission

    So yes, collaboration can bring results better, faster, easier, and cheaper. In all cases, the IT people involved enjoyed collaborating with colleagues and derived satisfaction from the experience. The university gained greater value from its IT workers, simply because they felt a renewed sense of being in service to the mission. So in the final analysis, collaboration benefits both the institution and the people who make up the institution. Our goal now is to figure out how to scale this process, make it repeatable, and accelerate it. In my mind, the University of California is simply better for collaboration. That’s a mindset we should all be able to embrace.

    tag

    Educational Technology

    Leadership Development

    Weekly Brief

    loading
    Top 10 Collaboration Consulting/Services Companies - 2019
    Top 10 Collaboration Solution Companies - 2019
    ON THE DECK

    Content Management System 2020

    Top Vendors

    Contactless Payments 2020

    Top Vendors

    Admired Tech 2020

    Top Vendors

    Corporate Finance 2020

    Top Vendors

    AI 2020

    Top Vendors

    Travel and Hospitality 2020

    Top Vendors

    Startup 2020

    Top Vendors

    Networking 2020

    Top Vendors

    FinTech 2020

    Top Vendors

    CRM 2020

    Top Vendors

    Scheduling Software 2020

    Top Vendors

    Education 2020

    Top Vendors

    Business Intelligence 2020

    Top Vendors

    PropTech 2020

    Top Vendors

    Salesforce 2020

    Top Vendors

    Big Data 2020

    Top Vendors

    Simulation 2020

    Top Vendors

    Product Management 2020

    Top Vendors

    Legal 2020

    Top Vendors

    Remote Work 2020

    Top Vendors

    Cryptocurrency 2020

    Top Vendors

    CEM 2020

    Top Vendors

    Insurance 2020

    Top Vendors

    Data Center 2020

    Top Vendors

    Banking 2020

    Top Vendors

    RegTech 2020

    Top Vendors

    Wireless 2020

    Top Vendors

    Procurement 2020

    Top Vendors

    Cognitive 2020

    Top Vendors

    Drone 2020

    Top Vendors

    HR Technology 2020

    Top Vendors

    HPC 2020

    Top Vendors

    Pharma and Life Science 2020

    Top Vendors

    SAP 2020

    Top Vendors

    Food and Beverages 2020

    Top Vendors

    Cloud 2020

    Top Vendors

    Blockchain 2020

    Top Vendors

    Cloud 2020

    Top Vendors

    Logistics 2020

    Top Vendors

    Augmented Reality 2020

    Top Vendors

    Contact Center 2020

    Top Vendors

    Oracle 2020

    Top Vendors

    Cyber Security 2020

    Top Vendors

    E-Commerce 2020

    Top Vendors

    Compliance 2020

    Top Vendors

    Enterprise Architecture 2020

    Top Vendors

    Digital Transformation 2020

    Top Vendors

    Manufacturing 2020

    Top Vendors

    Agile 2020

    Top Vendors

    CISCO 2020

    Top Vendors

    Field Service 2020

    Top Vendors

    Contact Center 2020

    Top Vendors

    IoT 2020

    Top Vendors

    Microsoft 2020

    Top Vendors

    Retail 2020

    Top Vendors

    Aviation 2020

    Top Vendors

    Healthcare 2020

    Top Vendors

    IT Service Management 2020

    Top Vendors

    Top Vendors

    Big Data 2019

    Top Vendors

    Digital Signage 2019

    Top Vendors

    Sales Tech 2019

    Top Vendors

    Startup 2019

    Top Vendors

    Salesforce 2019

    Top Vendors

    AI 2019

    Top Vendors

    Google 2019

    Top Vendors

    Smart City 2019

    Top Vendors

    FinTech 2019

    Top Vendors

    Admired Tech 2019

    Top Vendors

    Big Data 2019

    Top Vendors

    IT Services 2019

    Top Vendors

    Business Intelligence 2019

    Top Vendors

    Education 2019

    Top Vendors

    Project Management 2019

    Top Vendors

    Enterprise Asset Management 2019

    Top Vendors

    CRM 2019

    Top Vendors

    Data Center 2019

    Top Vendors

    PropTech 2019

    Top Vendors

    Capital Market 2019

    Top Vendors

    Travel and Hospitality 2019

    Top Vendors

    Legal 2019

    Top Vendors

    IT Infrastructure 2019

    Top Vendors

    Plastic Tech 2019

    Top Vendors

    Facility Management 2019

    Top Vendors

    Fleet Management 2019

    Top Vendors

    CEM 2019

    Top Vendors

    Sensor Tech 2019

    Top Vendors

    RegTech 2019

    Top Vendors

    Marine Tech 2019

    Top Vendors

    Collaboration 2019

    Top Vendors

    Software Testing 2019

    Top Vendors

    Facility Management 2019

    Top Vendors

    Automotive 2019

    Top Vendors

    Food and Beverages 2019

    Top Vendors

    Insurance 2019

    Top Vendors

    HPC 2019

    Top Vendors

    Wireless 2019

    Top Vendors

    Simulation 2019

    Top Vendors

    Corporate Finance 2019

    Top Vendors

    Drone 2019

    Top Vendors

    AI Healthcare 2019

    Top Vendors

    SAP 2019

    Top Vendors

    Procurement 2019

    Top Vendors

    Cyber Security 2019

    Top Vendors

    IBM 2019

    Top Vendors

    Construction 2019

    Top Vendors

    Logistics 2019

    Top Vendors

    Managed Services 2019

    Top Vendors

    Manufacturing 2019

    Top Vendors

    Media and Entertainment 2019

    Top Vendors

    Cloud 2019

    Top Vendors

    Banking 2019

    Top Vendors

    Agile 2019

    Top Vendors

    IT Service Management 2019

    Top Vendors

    Retail 2019

    Top Vendors

    HR Technology 2019

    Top Vendors

    Oracle 2019

    Top Vendors

    Cognitive 2019

    Top Vendors

    Compliance 2019

    Top Vendors

    Contact Center 2019

    Top Vendors

    Healthcare 2019

    Top Vendors

    Gov and Public 2019

    Top Vendors

    Microsoft 2019

    Top Vendors

    Pharma and Life Science 2019

    Top Vendors

    DevOps 2019

    Top Vendors

    E-Commerce 2019

    Top Vendors

    Blockchain 2019

    Top Vendors

    IoT 2019

    Top Vendors

    Metals and Mining 2019

    Top Vendors

    Gamification 2019

    Top Vendors

    Field Service 2019

    Top Vendors

    Augmented Reality 2019

    Top Vendors

    I agree We use cookies on this website to enhance your user experience. By clicking any link on this page you are giving your consent for us to set cookies. More info

    Read Also

    Accelerating Petcare Innovation through CRM and Digital Vision

    Accelerating Petcare Innovation through CRM and Digital Vision

    Miao Song, Chief Information Officer, Mars Petcare
    How Cloud Systems are Impacting Business Environments

    How Cloud Systems are Impacting Business Environments

    Martin Stegner, CIO, NOVUM Hospitality
    Digital Tack

    Digital Tack

    Claus Nehmzow, Chief Innovation Officer, Eastern Pacific Shipping Pte
    Brokering the Cloud Services

    Brokering the Cloud Services

    Eric Boyette, Secretary & State CIO, Information Technology
    Defining a Cloud Strategy: A Higher Education Paradigm

    Defining a Cloud Strategy: A Higher Education Paradigm

    Russell M. Kaurloto, VP and CIO, Clemson University
    The 4Ps of Digital Transformation in Pharmaceutical Industry

    The 4Ps of Digital Transformation in Pharmaceutical Industry

    Debraj Dasgupta, Operating Officer, Head of Strategy and Go-To-Market Planning Division, Nippon Boehringer Ingelheim
    Technology’s Role in The Care and Quality of Life for The Aged

    Technology’s Role in The Care and Quality of Life for The Aged

    Jose A Perez, Chief Information Officer, Hammondcare
    How ECM is Revolutionizing Organizations

    How ECM is Revolutionizing Organizations

    Thomas Phelps IV, VP of Corporate Strategy & CIO, Laserfiche
    Loading...

    Copyright © 2021 APAC CIOoutlook. All rights reserved. Registration on or use of this site constitutes acceptance of our Terms of Use and Privacy Policy  |  Sitemap |  Subscribe

    follow on linkedinfollow on twitter follow on rss
    This content is copyright protected

    However, if you would like to share the information in this article, you may use the link below:

    https://collaboration.apacciooutlook.com/ciospeaks/why-collaboration-matters-in-higher-education-nwid-6870.html