As technology has evolved and the triple convergence has occurred, leaders face growing challenges about the management and integration of technology into the organization (Friedman, 2007). Unfortunately, many companies have been reluctant to view technology as a strategic and competitive advantage, and instead have simply exercised coping strategies to integrate the new technology (Thompson, Peteraf, Gamble & Strickland, 2012). Rather than view technology as a critical component of an organization’s strategy, technology often is viewed merely as a tool. Thus, organizational leaders must begin to place technology at the core, or center, of an organizations planning process. In this manner, the organization resources and equips itself to quickly seize competitive advantages by its innovation and integration of technologies into the organizational vision and plan. Effective leaders identify champions of technology and rely on the expert insights of chief technology officers. These individuals should have a seat at the executive table, thereby able to encourage a visionary and integrative approach to technology in the organization. Too often, the absence of a comprehensive technology plan yields misguided purchases that fail to demonstrate a return on investment.
Leaders must be vigilant about staying abreast of technological change. A variety of trade magazines, conferences, and networking keeps leaders informed of emerging trends. Leaders must continue to demonstrate a willingness to invest in technology to improve the organization. However, these technology investments should be guided by important questions: What impact will this technology investment have on the current business practices within the organization? What is the likely return on investment? What implementation challenges does this investment pose? What professional development may be required to ensure effective implementation? Leaders prepared to ask difficult questions begin a process of discernment about how a particular investment in technology may strengthen the strategic outcomes of the organization. These questions may guide decision-making processes as well as resource allocations.
Kevin Kelly highlights six key trends shaping the evolution of the web. Web users now view screening, interaction, sharing, streaming, accessibility, and generative data development as key qualities of web usage. Businesses and consumers alike expect the web to be interactive and engaging through a variety of senses. Similarly, where the web was once considered an information warehouse, it has now become a stream of constant data, capable of being shared, reacted to, and generative, instantaneously. While many leaders still view the web as an information minefield, the evolving manner in which users co-create knowledge with instantaneous response forces leaders to reconsider how they are capitalizing on this stream of knowledge and the impact of these new forces on the organization (Kelly, 2011).
As emerging markets continue to increase technology use, and in particular web use, organizations must ensure their strategies align with these emerging trends (Meeker & Wu, 2013). How are organizations prepared to meet the expectations of a tech savvy customer? What strategies demonstrate the value of immediacy, personalization, and allow the user to embody the product? Failure to recognize the value of these qualities jeopardizes the financial success of the organization and threatens to minimize the loyalty of traditional consumers.
In higher education, this trend manifests itself in the growing competitive presence of online degree programs. Programs which fail to adapt to new technologies and complimentary pedagogies jeopardize student loyalty. Students are prone to transfer rapidly to other institutions who offer technology services and support better aligned with the student’s expectations. Universities that fail to commit adequate resources to technology support, technological innovation, or professional development of faculty to ensure relevant and current technologies enhance appropriate pedagogical approaches quickly lose student interest and struggle to achieve the enrollment goals established by their institutions. Thus, failure to adopt best practices in online teaching and learning, including a complimentary technology infrastructure, lose competitive market advantage.
In conclusion, technology leaders within the organization need to be integrated into the executive decision-making processes within organizations. While mission must always drive the organization, technology may be a useful component of organizational innovation and strategic positioning. Caution must be rendered, however, in the selection, application, and investment in various technologies. Critical questions must guide the investment process to ensure the tools truly enhance the effectiveness of the organization. Ultimately, the technology is only as effective as the implementation strategy and the professional development invested in the process to ensure its use and application to improve the organization. Critical thinking, collaboration, and continual learning must remain hallmark traits of leaders prepared to leverage the benefits of technology.
Friedman, Thomas. (2007). The World is Flat (3rd ed.). New York: Picador.
Kelly, Kevin. (Keynote Speaker). (2011, March 29). Keynote Speech. Web 2.0 Expo San Francisco 2011. Audio posted to
Meeker, M. & Wu, L. (May 29, 2013). KCPB Internet Trends 2013. Retrieved from
Very interesting material and thoughts here.
ReplyDeleteThe idea of having the technology leaders as a member of the decision making level of the organization makes complete sense but how do you get the other senior leaders to accept someone who may be looked upon as an outsider or be seen as a young upstart because they tend to be from a younger generation.
If that technology leader can open doors with demonstrating what they can bring to the table this can be useful but it will take a few of the senior leaders to have already bought into the technology to run the flag up the pole.
As you stated the technology is seen as a tool that can be wielded when someone decides it is useful.
I think you are on the right track and we must be those leaders that make technology as a critical part of our efforts
To: Emerging Trends in Higher Education
ReplyDeleteFrom: NotSocrates
I really enjoyed the post. I would like to look at the first study – can you supply the reference for that (it never fully made its way into the reference section). I would like to read the Thompson study because I think it really does hit the nail on the head. I cannot speak for everyone, but in many ways, my company is one that has exercised coping strategies when integrating new technologies. In my organization there are a myriad of reasons for this including the fact that in the last five years we had an incredibly difficult implementation of an ERP. Needless to say, I don’t think we have quite figured out how to ensure that technology is a critical component of our strategy. Some of it is leadership, some of it is a lack of foresight, some of it’s that we are just too stuck in the past. Your point however, it is critical, we must place technology at the core and center of our planning process. It needs to be integral and at the center of all we do rather than having a secondary and complimentary role. Thanks for the reminder.
Amy, nice post! Your comments reminded me of a post I read six weeks ago by Matt Weinberger - http://www.citeworld.com/business/21798/its-end-cio-we-know-it
ReplyDeleteIn the post, Weinberger noted:
"...Wang laid out his long-held theory that the "I" in "CIO" can actually stand for four different things besides "Information": Intelligence, Integration, Innovation, and Infrastructure...The problem -- and the main point of contention in the debate -- is that the CIO's role is often seen as operational, while the C-Suite is for strategic players. In other words, the traditional CIO is pigeonholed as providing a commodity, while three of Wang's four CIO roles ideally provide actual business value. Intelligence, in particular, is vital in the age of big data."
Yet, as Marc noted, some in the leadership team do not see this strategic value.
Amy -
ReplyDeleteI think your idea of designating a "Chief Technology Officer" would be welcomed by most, if not all, technology experts housed in corporate and/or higher-ed settings.
More often than not, IT leaders are viewed as problem-solvers (i.e. coping strategists)..."Our company's computers are out of date and run too slow...I can't sign-in to my computer...This program won't open...Why won't this route to the printer...etc."
Problem-solving is a vital function of every IT department, but that's only a piece of the puzzle. I'm sure in many organizations, problem-solving represents the entire puzzle. Being in front of technology, particularly when the majority of those you serve are under 30, is an important piece as well.
As a new university president (congrats, by the way), adding an executive seat at the table for the leader of campus technology would be one of those original, "easy-wins" we all seek during our first few months in a new leadership capacity. Maybe that's already in place at DWU? Either way, a great idea!
Best,
Josh
You mentioned alignment and savy customers. That is where the educational system is failing. We are not meeting students where they are from a technological standpoint. They are leading us. When this trend reverses we will be heading in the right direction. Great post!
ReplyDelete