Systems Strategy

This is where it should all begin.

It almost goes without saying that all systems and processes need to fulfil a strategic purpose. Yet many system implementations are undertaken at a tactical or even operational level without considering the overall strategic vision of the organisation. Does your college or university have a vision for its learners? Is there a shared view of what it should mean to be a student at your college or university? If the answer to these questions is 'no' then it is likely that your systems will be implemented on the basis of short term tactical or operational gains and may fail a rigorous evaluation process.

Strategic evaluation of systems implementation usually starts with a single fundamental question. 'How does this system benefit the college/university's primary clients - its learners?' If you do not ask this question prior to implementation it follows that the answer to it during evaluation might be less than clear.

The following diagram shows how we might develop the one above to highlight the key questions prior to systems implementation.

This is a rational model. If your organisation does not have a clearly expressed vision of the type of learners it hopes to attract, or a clear description of the culture it wishes to promote, do not despair. The comforting truth is that few system implementations in colleges and universities currently follow this model. It is rare even in some commercial organisations. However it is offered as the ideal model to follow if your college or university intends seriously to get the best value for money for its systems investment.

The demand for a major new system offers system implementers a rare opportunity to engage the most senior managers and even governors in this type of strategic debate. Arguments used to seize their attention include:

1. The size of the investment and its probable life-cycle. It is important that you undertake a Total Cost of Ownership (TCO) analysis and you will probably arrive at some seriously large numbers.

2. The length of time the system is expected to be with you. Many systems have a life cycle in excess of 6 years, not particularly because they fulfil functionality requirements perfectly but more often because the organisation cannot summon the financial and staff resources nor organisational energy to undergo systems change more regularly. If it is going to be big and long-lasting it needs to be right.

Both of 1 and 2 above mean that your system decision needs to be at least as good as your rivals. It would be irritating indeed if rivals within your particular sector were seen to gain an edge because of poor strategic decision making on your part.

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