You can download and read the report here.
This is their model for IT leadership:
The only real thing I disagreed with, was the assertion that technology is at the heart of everything we do, and therefore you must have a technology background to be an IT leader. In fact you must be passionate about technology. Well, as I pointed out to them, that rules me out then. I think you have to understand technology, and understand what it can do, but you have to be passionate about the services you provide. If you are too passionate about the technology it can actually get in the way. I understand the panel were not unanimous in this, and even the ones who said it in the session, did back down slightly when challenged in the discussion.
1 comment:
You're absolutely right!
Who on earth from JISC was involved in framing that position. Neither you, nor I, came from a technology background but we both wanted to "make a difference" and realised that IT could be an enabler for change. The appropriate introduction of the correct technology can release innovation, the introduction of technology without engagement can achieve the opposite.
It used to be said that IT-people were not user-friendly, so therefore one had better converge IT Services with a Library, who evidently were - can't see that achieved it's objective because along came IT people who WERE user-friendly. Thinking such as you report here (I haven't read the report) will drive IT back into the network cabinet, not the boardroom.
Passionate about technology adoption, but not passionate about technology per se.
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