Our Common Enemy: We are fighting against being irrelevant to giant leaps.

Our Opportunity: We each get to choose how we are relevant to giant leaps based on our role and department. Examples include: feeding the world, fighting cancer, creating sustainability in our core services, keeping Purdue protected at another level.

These breakthrough objectives need to be one of the primary lenses through which all of Purdue IT make decisions:

• Purdue to be the benchmark for IT services in higher education
• Most innovative residential, hybrid, and online learning experiences among research institutions
• Impact bottom line IT spend by $25 million over 5 years
• Establish a culture of excellence and trusted partnership across the Purdue system
• Expand the research and academic programs in Indianapolis and Statewide
• Elevate RCAC to be a peer of national centers

• We’re not offering a seamless customer experience. There are duplicate services and variability in quality. Our customers don’t understand what value we bring. Faculty, students, and staff don’t have a consistent service model.
• We currently and historically have not leveraged strengths and capabilities across IT — at scale or at speed, especially during crisis.
• There’s a lack of definition of excellence within the organization. Purdue University has invested in us to deliver with excellence and we’re not stewarding those investments across all functions.
• Giant leaps aren’t possible with any organization that is comfortable, fine with being mediocre, or just keeping the lights on.