Challenge
When Bowdoin’s CIO arrived, the IT organization was fragmented and inefficient. IT teams operated in separate silos, each competing for funding and aligning with different campus stakeholders. This lack of cohesion prevented IT from developing a comprehensive strategy to support the college’s broader goals.
Service delivery was inconsistent, with faculty and students experiencing vastly different levels of support based on personal relationships rather than standardized processes. Job roles were unclear, and IT staff lacked a sense of shared purpose. As a result, IT’s approval ratings were dismally low, with only 10% of faculty and staff expressing confidence in IT’s ability to meet their needs.
Additionally, resistance to change was a major hurdle. Many IT employees were deeply entrenched in legacy systems and processes, making it difficult to introduce new ways of thinking. For Bowdoin to become a leader in technology-enhanced education, IT needed a complete cultural transformation.
Solution
Bowdoin College’s CIO led a multi-faceted transformation to rebuild IT’s culture and establish it as a valued campus partner. The first step was dismantling silos and restructuring IT into a unified organization with clear roles and responsibilities. This realignment allowed IT to develop a shared vision and operate more efficiently across departments.
Recognizing that service was a critical component of IT’s success, Bowdoin partnered with Ouellette & Associates (O&A), a division of Technology Partners, to provide training on IT service excellence. IT staff participated in workshops that emphasized customer service, change management, and consulting skills, helping them transition from reactive technical support to proactive problem-solving. The CIO also introduced O&A’s IT at Your Service book as a foundational guide, ensuring that all employees embraced a service-first mindset.
To improve collaboration, IT leadership embedded transparency and open communication into daily operations. Regular cross-functional meetings were established to discuss ongoing projects, faculty needs, and student concerns. Additionally, IT was integrated into key decision-making committees, ensuring that technology was considered early in campus-wide initiatives.
Change management was another crucial focus. The CIO and senior leaders made it clear that the transformation was fully supported at the highest levels of the college. Employees were encouraged to take ownership of their development, engage with faculty and students, and actively contribute to improving IT’s reputation.
Results
The transformation of Bowdoin’s IT organization was dramatic. In just two years, IT approval ratings soared from 10% to 95%, demonstrating the campus-wide impact of the new service-oriented approach. Faculty and staff reported significantly improved interactions with IT, and students increasingly viewed IT as a trusted resource rather than a bureaucratic hurdle.
By fostering collaboration, IT became fully integrated into campus operations. IT representatives were invited to participate in departmental meetings, ensuring that technology was considered in strategic planning. As a result, IT evolved from a back-office support function to a consultative partner that played a key role in both academic and administrative initiatives.
The shift toward transparency and accountability led to measurable efficiency gains. With IT now proactively addressing campus needs, faculty and staff spent less time navigating technical challenges and more time focusing on their core responsibilities. The improved service culture also contributed to higher staff morale within IT, as employees felt a renewed sense of purpose and engagement.
This transformation was about more than just technology—it was about trust, service, and collaboration. By realigning IT with the college’s mission, we turned a fragmented department into a campus-wide partner for innovation and success.
Kath Marston
Service Line Manager, Technology Partners
Additionally, IT began leading business process reviews across the college, helping departments streamline workflows and optimize resources. The finance department, for example, reduced the number of banks it worked with from seven to three after a joint review with IT, saving time and administrative costs.
Perhaps the most significant outcome was the cultural shift toward being a “change-positive” organization. By embracing IT as a partner, Bowdoin’s faculty and staff became more open to adopting new technologies, creating a more agile and forward-thinking institution.
Key Outcomes
- Increased IT approval ratings from 10% to 95%, demonstrating improved service and collaboration.
- Established IT as a trusted partner in faculty and administrative initiatives.
- Enhanced transparency and communication, integrating IT into strategic planning.
- Optimized business processes, reducing inefficiencies and improving resource allocation.
- Fostered a change-positive culture, making the campus more receptive to technological advancements.
