3.1.4. IT History and Approach | 3.1. Case-Study LSE

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3.0 Introduction

3.1. Case-Study LSE

3.2. Case-Study FU Berlin

3.3. Case–Study UPC

3.4. Case-Study UOC

4 Cross Case Analysis

5 Best in Breed KE & Conclusions

3.1.4. IT History and Approach

Due to the non-technical alignment of the LSE, computers and the internet enter the university’s practice on a pure use basis [i]. However, even though LSE’s specialisation excludes IT development, two departments (Media Lab & Information Systems) are focused on the research of how new information and communication technologies influence society and businesses. The School has realized the emergence of digitalisation as a mega-trend. The School’s chief Librarian, who also serves as Director of IT Services, has characterized LSE as an early majority in terms of IT innovation appropriation (LSE management 24.) Given the School’s recent efforts, this evaluation seems appropriate.

The IT services follow the School’s centralized services structure, and while there are certain overlaps due to the trans-disciplinary and emergent nature of IT services, it seems that ultimately, there is a non-rival atmosphere amongst the different teams. There are six different teams: One responsible for the core IT infrastructure, one for the business information systems, one for the spread of IT as a learning technology, and one for the library services, plus two teams who promote and experiment with new technologies for research (see figure 3.1.2).

Figure 3.1.2 – LSE IT Portfolio (ITstrategy, 2004)

The LSE is the only university researched that had inclusively produced a holistic multi-year IT strategy (ITstrategy, 2004). Not only was the strategy integrated, ‘upstream’ with the School’s overall Strategic Plan (StraPlan06, 2006) but was also integrated downstream with the working plans of units and individuals. The strategy defines technology “as an enabler of change and not a driver of change for change’s sake”, and goes on to describe LSE’s approach to technology innovation “it therefore often takes a prudent view of emerging technologies, choosing to follow closely behind early adopters to mitigate against start-up problems and gain a better understanding of implementation complexities. Nevertheless the School understands how important it is to invest in ICT to remain competitive, attract and retain the best students and staff, and enable the highest quality teaching and research.” (ITstrategy, 2004, p.5)