In 20 16, Loyola University Maryland took a holistic look at the organizational structure and operations of its IT department. Randall D. Gentzler, Loyola’s vice president for finance and administration, had a suspicion that the IT organization wasn’t performing as optimally as it should. He shared his thoughts with Loyola’s president. “‘Something doesn’t feel right,’ I told him. We were finding it difficult to complete a large number of active projects and initiatives, with no established way to prioritize them based on their value,” he says. There were also increasing complaints about underperforming technology and IT processes across the campus—not just from staff and administrators, but students as well. “We also started examining the evolving student experience and what they

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