Abstract
In 1988, The George Washington University experienced a major change in leadership. Not only was every current operation reviewed for efficiency and organizational merit, but new answers to old problems became a significant and integral part of the planning process.By the following year, a campus-wide review of technology alternatives was underway, and new chapters--defining how GW would achieve its goals for information collection and dissemination--were set.These new chapters reflect a new culture for higher education, one that embraces change, thrives on innovation...and ultimately results in a new emphasis on the quality of the educational mission. This culture must also support both the academic and business needs of the University while recognizing its financial boundaries. GW has found these goals, in fact, to be quite reasonable in light of existing technology, people capabilities and processes.To compress dramatic change into a five-year time frame, GW recognized three facets critical to its culture of change:* The first, and perhaps most important, was that of leadership...the need for--and the role of--a "champion" to lead the organization's radical change.* Second, a recognition of the impact of change within the organization...and the need for everyone in the organization to accept this change as beneficial.* Third, creation of an information infrastructure to support the institution's goals stated earlier--available, accessible information and improved quality of service.