Strategic Planning for Research Computing

Part 1: Why are we doing this?

It’s important to understand first that strategic planning for research computing (RC) is about aligning the RC and information technology (IT) functions within the organization.  That means that it is about how RC fits into the dynamics of:

·      the institutional needs and priorities,

·      the organizational leadership, structure, and culture,

·      the nature and goals of the research mission, and

·      the external forces at work (e.g., sponsors, competitors, regulators).

Every institution is different, and in a different place – in terms of history, culture, maturity, leadership, so whereas there are similarities in the dynamics above, each institution will at a particular time have unique challenges and opportunities that a RC strategic plan will be asked to address.  There are a number of possible answers to  ‘Why are we doing this?’, and understanding them will help ensure that you are being responsive to the needs of the institution.  These may not necessarily be explicit, so working to understand the drivers, and thoughtful engagement with key stakeholders, is important upfront. 

Engaging in a strategic planning requires investment in time from leadership and management, so there is an expectation of a return on that investment.  In a reductionist sense, this can be measured financially, either as cost reduction or avoidance or as revenue generation.  But there are usually some specific situations or dynamics that lead to the decision to undertake a strategic planning exercise.  These can include;

·      There is new leadership in the mission, administrative, and/or IT area.  A strategic plan can help them understand the current state and where to make investment decisions to either mitigate risk, optimize computing services, or make investments in new services or infrastructure that could better enable the mission. 

·      There are changes in the external environment that could call for strategic modifications.   Examples include generative AI (no surprise there!), regulatory changes from sponsors, changes in the IT security landscape, and cloud computing.  Leadership will want to know how the institutional research computing strategy should change to accommodate these changes.

·      There have been questions or requests from leadership, faculty, or administrators for IT and RC to develop new capabilities or course correct. These internal drivers are usually based on changes to institutional research or administrative priorities, the creation of new centers or programs, or perceptions that different kinds of RC support are needed to advance research success or programs.

·      There is a particular event that drives planning. This can include things on the positive side like a major philanthropic gift, or on the negative side like a security incident. 

·      Leadership may have a sense that there has not been a strategic plan for a while and there may be missed opportunities or threats, or a change in the competitive landscape, of which they want to be informed, and that a strategic planning exercise can help elucidate those changes, but also provide the opportunity to advance institutional maturity or operational practice.

It is critical to first understand the ‘Why’ of the strategic planning request, because it drives all the subsequent steps, but also provides insight into the institutional ‘north star’ – the value that is being sought and, at the end of the day will be what you need to come back to for your strategic plan to deliver measurable value, and thus be successful. It’s important to understand that the problem is not a technology problem, and leadership is not asking for a technical implementation plan.  People in IT sometimes jump to solutioning. Sometimes that is needed.  In this case, understanding the institutional needs and drivers is the important thing.  We can solution later. 

So, how do you understand the ‘Why’?   Looking above at the 5 dynamics that can lead to strategic plan request, and figuring out which of them (or others) are driving the request, is the key.  This should involve conversations with your key trusted partners across the institution.   Asking open ended questions such as ‘what do you think this effort will address?’, ‘What do you think are the important things RC should be thinking about?’, or ‘What would you like to see addressed?’.   With a firm foundational understanding of the ‘Why’, you are better positioned to structure your planning to address the important problems. 

My pitch – I am throwing thoughts out there based on my experiences and reflections.  This is an important topic and together we can help our institutions’ research mission in an increasingly data- and algorithm- driven world.  I would love to hear what you like, what I missed, and what your experiences have taught you.

-              Bill Barnett