Future DirectionsFuture DirectionsRichard Katz, Richard Katz, EDUCAUSE EDUCAUSE

David Marr, David Marr, BearingPoint, Inc.BearingPoint, Inc.

Dr. Michael Dr. Michael Zastrocky, Gartner Zastrocky, Gartner

Copyright 2003Copyright 2003

David MarrDavid Marr

Framing QuoteFraming Quote

“We have only two sources of competitive advantage:

1. The ability to learn more about our customers faster than the competition.

2. The ability to turn that learning into action faster than the competition.”

Jack WelchFormer CEO, General Electric

Thought ProvokingThought Provoking The key to IT strategy is architecting capabilityThe key to IT strategy is architecting capability

CIOs will need to shift focus and skills from back office CIOs will need to shift focus and skills from back office to connecting with external partners via common to connecting with external partners via common standards and processes in order to create customer-standards and processes in order to create customer-centric value around the periphery of the enterprisecentric value around the periphery of the enterprise

70% - 80% of IT budgets go to O&M of legacy systems, 70% - 80% of IT budgets go to O&M of legacy systems, but within 5 years, all the infrastructure will be driving but within 5 years, all the infrastructure will be driving innovation to the periphery of the enterpriseinnovation to the periphery of the enterprise

Web Services: In a web-enabled world, “figure out Web Services: In a web-enabled world, “figure out what you do best and outsource the rest”what you do best and outsource the rest”

Source: Harvard Business Review

ObservationsObservations

Greater emphasis being placed on Strategic Greater emphasis being placed on Strategic Enrollment ManagementEnrollment Management

Greater demand for enterprise Business Greater demand for enterprise Business Intelligence (BI), but the capability still eludes Intelligence (BI), but the capability still eludes many schoolsmany schools

IT initiatives must have “true” Return on IT initiatives must have “true” Return on Investment (ROI) -- business caseInvestment (ROI) -- business case

Increased focus on cost take-out due to Increased focus on cost take-out due to budget pressuresbudget pressures

Wireless Campus -- “Extending the Channels”Wireless Campus -- “Extending the Channels”

Customer/Constituent ExpectationsCustomer/Constituent Expectations

Fresh, tasty and now!Fresh, tasty and now! 24x7 intuitive self-service24x7 intuitive self-service Porous and extended enterprisePorous and extended enterprise

Leadership ExpectationsLeadership Expectations More business valueMore business value More centralization of IT capabilities and More centralization of IT capabilities and

standardized IT infrastructurestandardized IT infrastructure Payback -- ROIPayback -- ROI

Impact on ITImpact on IT

An IT strategic plan that is customer-An IT strategic plan that is customer-centriccentric

An immediate integrated enterprise An immediate integrated enterprise Open – adaptable architecturesOpen – adaptable architectures Expanded use of middlewareExpanded use of middleware Acquisition of capabilities (not built Acquisition of capabilities (not built

here)here)

BearingPoint’s ResponseBearingPoint’s Response

Customer/Constituent Relationship Customer/Constituent Relationship Management (CRM) – Student-for-LifeManagement (CRM) – Student-for-Life

BI based on conforming data model BI based on conforming data model specific for Higher Education -- Campus specific for Higher Education -- Campus ExecutiveExecutive

Enterprise Value Creation Enterprise Value Creation Creative partnership (value-deals)Creative partnership (value-deals) Modularized managed servicesModularized managed services Campus Wireless/mobile solutions, Campus Wireless/mobile solutions,

partnered with Intel (Centrino TM)partnered with Intel (Centrino TM)

The Future The Future

Architecting the customer experience Architecting the customer experience through extendable enabling through extendable enabling

technologiestechnologies