Strategic planning in higher education is crucial for navigating the rapidly evolving technology landscape and meeting societal needs. Traditional processes must therefore be transformed to align with today’s dynamic and technologically advanced environment. In this interview, Simeon Ananou discusses Stony Brook University’s latest IT strategic plan, its key characteristics and enriching the work at the institution.
The EvoLLLution (Evo): Stony Brook University recently created a new IT strategic plan. Can you explain what exactly it is and why it might be unique compared to other strategic plans?
Simeon Ananou (SA): The plan itself, as laid out, is a celebration of Stony Brook’s position as a leader in social mobility. As a major research university, almost 40% of our students are Pell-eligible, so the plan really speaks to our position to make a big difference for our society’s most vulnerable communities.
The plan also recognizes Stony Brook’s position as a public flagship in the state of New York. We’re also an engine of innovation. Those things combined really celebrate what the university is today but also project the university into the future, allowing it to continue leading change on multiple fronts. Those are the things that make the plan very unique. It’s a plan that positions us as an institution that thinks about the future more than just the present.
Evo: This concept was created within about three months, so how did it become a reality within that timeframe?
SA: The university had a strategic plan that it unveiled just about a month ago. When I took on this role, I took advantage of the fact that I was new to the campus and went on a listening tour. In that process, I was able to discipline myself and refrain from making decisions, instead listening to people’s pain points and aspirations. It allowed me to collect a lot of information from over 300 people.
From those conversations, a number of themes emerged, and I started looking for themes that became consistent throughout. Very quickly, I could use those themes and turn them into a strategic plan that would reflect the spirit of the university. In the end, the plan was made by the people of Stony Brook and for the people of Stony Brook.
Evo: Can you describe the pillars of the plan and how they came to be?
SA: The pillars of the plan are fairly simple. There are three pillars, and I love to describe things scientifically or geometrically in three. People will tell you that triangles are very solid structures, but I’ll leave that alone. One pillar is for us to use our resources on and spend time enabling innovation and transformation. When you think about where we are today as a society and university, there’s innovation everywhere, not just on a technological front but all over. So, the first pillar is enabling innovation and transformation to transform our processes and technology.
Along the way, we must create partnerships with our non-IT colleagues across the institution. So, partnership and modernization make up the second pillar. Again, not just the technological aspect of the university but also the processes and practices. The third pillar is fostering a sense of inclusivity.
We also added professional growth—and let me just unpack that. Our technologies are evolving. So many technologies are unveiled almost daily. We have a plethora of technological solutions and platforms at our disposal. But even people in the IT world can feel left behind if they don’t invest in their growth. So, we need to not only invest in modernizing the institution but also invest in our people. The three pillars of this plan are critical: innovation, modernization and developing people.
Evo: Why is it important to ground these three pillars in that central concept of digital equity?
SA: When we think about technology, it is easy for us to put so much emphasis on the hardware, software and processes that we quickly forget how much it can make a difference in people’s lives. In my role, it’s important for me to bring the human element into the work we do. At the end of the day, developing a technologically advanced environment is important. But we also want everyone in the Stony Brook community to have equal access to our technological systems. It’s the only way we’ll be efficient and advance in our job or educational journey.
That sense of equality also allows the human being to feel valued as opposed to feeling like they’re being pulled back. So, we have to equip people the right tools and also allow for collaboration. When you have inequity, collaboration becomes very difficult, then you end up with this unnecessary competition for resources, which is unhealthy.
Evo: How can this central focus on digital equity help enrich the work happening, not just in one department but across that institution?
SA: People feel inspired when our students feel inspired. I see my colleagues or researchers feeling inspired to see the university making efforts to create that sense of equality. So, digital equity is not just a buzz term. It inspires the people who are part of the community to do better because they know there is an investment on the university’s part.
The university believes in the work they do and is here to support them. That sense of equality gives each person the power to do better and more, as opposed to settling them down with fewer resources that they may not be able to work with. In the end, digital equity inspires the community.
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