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WiscNet Strategic Plan 2016 - Grow Services Beyond the Network
Grow Services Beyond the Network
Our members trust our association to deliver and sustain a robust, cost-effective network. By relying upon and prudently developing this trust among our members, we want to grow new services that will make full use of an advanced ubiquitous network infrastructure. While the network will remain a top priority, we will take a fresh analysis of our core competencies in order to develop new services for and beyond the network.
Extend Foundational Partnerships
WiscNet members are tremendous engines of productivity, and our association is in the position to partner with our members to extend their services beyond their organization. Similar to the model developed for network services, we will enable and encourage our members to leverage WiscNet to provide valuable services to other WiscNet members.
Take as an example data centers. Many of our members have robust, well-developed data centers that their business officers see only as cost centers. Many of our other members, however, need data center services like co-location and virtual services. As a trusted intermediary, we could provide front and back office services to connect both people and strategies, satisfying the need for offsite data center services while providing a revenue stream to members with data centers.
Evolve Member Services
Recognizing that both failure and success are opportunities for growth, we will learn from our failures and embrace our successes in order to develop WiscNet’s portfolio of services.
After a careful evaluation of our members’ needs, we will adopt a “fail fast” approach to the creation of new services. This means we will try many new services (and some will fail), learn, try more and do it fast. We will adopt the “fail fast” approach to develop four to five new services per year.
Establish Permission to Exit
Our services are expressly designed to provide the capacity, reliability, robustness, technical support and exclusive advanced network access that our member organizations require. Over the years, we have added and subtracted services. It is in the best interest of our members that the services currently in production undergo continuous evaluation.
To do this, we must give ourselves the permission to exit a service gracefully.
Each production service should have a value portfolio and exit strategy updated annually. The value portfolio will list the service goals and the benefits of the service to our members, balanced against the costs of the service. This is the set of qualitative and quantitative metrics by which the service’s success is measured. We carry out the exit strategy when the metrics do not satisfy the goals.
Explore Services for People
Traditionally, we have offered services to member organizations. We recognize that one of our core strengths is connecting people; therefore, WiscNet will explore services intended specifically for the people that our members serve and employ.
There are many people in our member organizations with whom we do not have relationships that they value. If we look deeper into each organization there are a number of researchers, teachers, staff and individuals that are capable of using WiscNet services. WiscNet members may wish to consider using our front and back office to provide services deeper into their organization.