{"id":247635,"date":"2025-09-08T08:49:45","date_gmt":"2025-09-08T08:49:45","guid":{"rendered":"https:\/\/monday.com\/blog\/?p=247635"},"modified":"2025-09-08T16:47:07","modified_gmt":"2025-09-08T16:47:07","slug":"higher-eds-tech-sprawl-problem","status":"publish","type":"post","link":"https:\/\/monday.com\/blog\/product\/higher-eds-tech-sprawl-problem\/","title":{"rendered":"Solving Higher Ed\u2019s tech sprawl problem with better collaboration"},"content":{"rendered":"<div class=\"text-block\" id=\"text-block-1\">\n\n<\/div>\n<div class=\"text-block\" id=\"text-block-2\">\n<h2 class=\"h2 text-block__title\">See how higher education leaders and monday.com experts solve institutions\u2019 biggest collaboration challenges.<\/h2>\n<p>Every August, higher ed vows inter-departmental collaboration, seamless faculty cooperation, smooth research, and efficient admin. But come September, reality hits: administration can\u2019t see student requests, IT is swamped by conflicting requests using disparate tools, research coordinators lose time tracking updates, and institutional knowledge vanishes when staff leave.<\/p>\n<p>In 2023, US higher ed spent over $50 billion on tech, yet 64% of institutions reported increased departmental fragmentation.<\/p>\n<p>This challenge, often called \u201ctech sprawl,\u201d isn\u2019t just a software problem; it\u2019s an operational one. As Bill Rials, Associate Dean for Academic Affairs at Tulane University, noted, \u201cThe irony I find is that we\u2019re surrounded by more technology than ever. We have access to all this technology, but many teams feel less connected than they did 5 or 10 years ago. That\u2019s tech sprawl in action.\u201d<\/p>\n<p>In partnership with GovTech, we hosted a webinar to explore how forward-thinking institutions are using intuitive platforms like <a href=\"http:\/\/monday.com\/\">monday.com<\/a> to address these problems.<\/p>\n<p>Our panel featured:<\/p>\n<ul>\n<li>Bill Rials, Associate Dean for Academic Affairs at Tulane University<\/li>\n<li>Jessie Bonagura, Senior Enterprise Account Manager at monday.com<\/li>\n<li>Ron Bergmann, former CIO at Lehman College (CUNY)<\/li>\n<\/ul>\n<p>Together, they shared real stories and strategies for fixing what\u2019s slowing higher ed down.<\/p>\n\n<\/div>\n<div class=\"text-block\" id=\"text-block-3\">\n<h2 class=\"h2 text-block__title\">The real problem isn\u2019t bad technology \u2014 it\u2019s territorial technology<\/h2>\n<p>Ron Bergmann cut straight to the issue: \u201cColleges and universities are notorious for having silos, but the causes run deeper than departmental competition.\u201d<\/p>\n<p>IT teams historically haven\u2019t been trusted with institution-wide decisions. Grant-funded research creates separate procurement processes that bypass central oversight. Vendors have learned to sell directly to individual departments, promising solutions that \u201cintegrate with everything\u201d while actually integrating with nothing.<\/p>\n<p>The predictable result: what Jessie Bonagura observes across the higher education institutions she works with. \u201cDepartments optimize for their own immediate needs without considering institutional impact. Faculty recreate work that already exists three buildings away. Administrators manage critical initiatives through email chains and personal spreadsheets.\u201d<\/p>\n<p>When the psychology department\u2019s student tracking system can\u2019t communicate with academic affairs\u2019 early warning platform, students fall through cracks that shouldn\u2019t exist. When the advancement office can\u2019t see research milestones that could attract major donors, funding opportunities disappear. When facilities management operates independently from academic scheduling, resources get wasted while needs go unmet.<\/p>\n\n<\/div>\n<div class=\"text-block\" id=\"text-block-4\">\n<h2 class=\"h2 text-block__title\">4 strategies for breaking down silos without breaking your budget<\/h2>\n<p>During the webinar, Bergmann, Rials and Bonagura shared a framework for creating meaningful progress based on their experience with institutions that have successfully tackled tech sprawl.<\/p>\n<h3><b>1. Don\u2019t wait for perfect conditions \u2014 start building momentum<\/b><\/h3>\n<p>Most institutions approach modernization like curriculum reform: months of committee meetings, comprehensive assessments, and detailed implementation plans that collapse under their own complexity. The biggest risk isn\u2019t making an imperfect change\u2014it\u2019s doing nothing while competitors pull ahead.<\/p>\n<p>\u201cWhat we\u2019ve seen time and time again is that the greater risk is doing nothing and continuing to operate in fragmented systems that just don\u2019t talk to each other,\u201d Bonagura explains.\u00a0 As technology evolves, institutions that delay transformation risk falling further behind and failing to meet modern expectations of students, faculty, and stakeholders.<\/p>\n<p>Bergmann learned this lesson during his years managing both government and university systems: \u201cSelect the right first project\u2014something important that people will see value in, with clear alignment around quick wins. You want to fail early and fail small\u201d.<\/p>\n<p>\u201cMy advice is just don\u2019t wait for the perfect time to start,\u201d Bonagura urged. \u201cThe key is really building momentum by getting more teams on board, aligning workflows, and really shifting the culture towards smarter, more connected ways of working.\u201d<\/p>\n<h3><b>2. Layer modern platforms on legacy systems<\/b><\/h3>\n<p>Modernization doesn\u2019t require massive, high-risk \u201crip and replace\u201d projects. The most strategic approach creates what Bonagura calls \u201clightweight connectors\u201d that pull data from existing legacy systems into unified workspaces.<\/p>\n<p>\u201cIt\u2019s too expensive to replace all these systems right away,\u201d Bergmann notes. \u201cBut pulling data from those systems into a unified place allows other tools to use it.\u201d The goal is creating what he calls a \u201csingle source of truth\u201d \u2014a central repository where data from different systems connects, enabling automation, improved visibility, and better collaboration without abandoning core tools.<\/p>\n<p>Bergmann shared a powerful example from his time at Lehman College: \u201cIt was intended to be a layer on top of all the student-related systems,\u201d he explained about their Lehman 360 platform. <i>\u00a0<\/i>\u201cIt brought together so many data sets under one roof,\u201d giving students and faculty unified views of academic progress while enabling early alert systems for at-risk students.<\/p>\n<p>Total initial investment: less than $100,000 and six months of development. Five years later, it remains the primary student success platform and has been replicated across multiple institutions.<\/p>\n<h3><b>3. Focus on one use case at a time<\/b><\/h3>\n<p>When introducing new platforms, the temptation is showcasing every available feature. This \u201ckitchen sink\u201d approach consistently overwhelms users and slows adoption. Far more effective: start small and demonstrate immediate value.<\/p>\n<p>\u201cInstead of saying, \u2018Here\u2019s the full platform, good luck,\u2019 we identify one or two high-impact workflows and get quick wins there,\u201d Bonagura advises.\u00a0 \u201cWhen users start to see immediate value in their day-to-day work, they\u2019re much more open to expanding.\u201d<\/p>\n<p>Bergmann agreed during the discussion, noting the importance of \u201cselecting the right first project\u201d. Success in one visible area builds excitement and momentum, making subsequent implementations significantly easier.<\/p>\n<h3><b>4. Empower champions and convert skeptics<\/b><\/h3>\n<p>Technology adoption succeeds or fails based on people, not features. Lasting change requires buy-in from the ground up, driven by internal advocates who understand both platform capabilities and colleagues\u2019 actual needs.<\/p>\n<p>\u201cThe most successful rollouts always include empowering champions within each department,\u201d Bonagura emphasized. \u201cInstead of IT carrying all the weight, you have a network of advocates across the organization.\u201d<\/p>\n<p>But Bergmann shared a counterintuitive strategy that generated significant discussion: \u201cYou also want some naysayers,\u201d he said.\u00a0 \u201cbecause if you can convert a naysayer, they become your biggest advocate.\u201d This user-centric mindset makes governance feel less like top-down control and more like \u201cenablement from within\u201d.<\/p>\n\n<\/div>\n<div class=\"text-block\" id=\"text-block-5\">\n<h2 class=\"h2 text-block__title\">The AI multiplication effect<\/h2>\n<p>Artificial intelligence isn\u2019t replacing higher education processes\u2014it\u2019s removing the administrative friction that prevents faculty and staff from focusing on their core mission. Modern work management platforms like monday.com now embed AI capabilities that address higher education\u2019s most persistent time-wasters.<\/p>\n<p>Meeting assistants automatically generate summaries with assigned action items. Project plans are built from simple natural language prompts. Executive reports can be compiled using data from multiple departments without manual wrestling. Risk algorithms may flag potential delays before they cascade into crises.<\/p>\n<p>At Georgia State University, AI-powered project management tools reduced administrative time for research coordinators by 60%. Faculty spend less time updating project statuses and more time on actual research. Grant compliance tracking happens automatically instead of consuming entire afternoons each week.<\/p>\n<p>For chronically overworked higher ed professionals, this means reclaiming hours currently lost to information management and status reporting.<\/p>\n\n<\/div>\n<div class=\"text-block\" id=\"text-block-6\">\n<h2 class=\"h2 text-block__title\">Managing change in change-resistant culture<\/h2>\n<p>Higher education institutions sometimes resist change by design. Shared governance, tenure systems and academic freedom create deliberate barriers to rapid transformation. As Bill Rials observed, \u201c\u2026 a lot of times it\u2019s not the technology that stops a rollout of a new implementation, but the culture inside the organization.\u201d This protects institutional mission and academic integrity, but it shouldn\u2019t mean paralysis when facing operational dysfunction.<\/p>\n<p>As discussed by Bergmann Bonagura, and Rials, institutions succeeding at modernization work within governance culture rather than against it. They start with voluntary adoption, not mandated rollouts. They demonstrate value through pilot programs rather than comprehensive implementations. They build on existing relationships rather than creating new reporting structures.<\/p>\n<p>Most critically, they prepare for champion turnover. When key advocates leave (and in higher ed, people do move between institutions), workflows and institutional knowledge remain accessible within institutional platforms rather than walking out the door in personal systems.<\/p>\n\n<\/div>\n<div class=\"text-block\" id=\"text-block-7\">\n<h2 class=\"h2 text-block__title\">The cost of continued fragmentation<\/h2>\n<p>Delaying transformation carries measurable costs beyond IT budgets. Faculty waste an average of 8.5 hours per week on administrative tasks that could be automated. Research projects experience 23% longer completion times due to coordination failures. Student success initiatives achieve 40% lower impact when departments can\u2019t share data effectively.<\/p>\n<p>More critically, institutions that can\u2019t demonstrate operational efficiency and outcome transparency face increasing scrutiny from accreditors, state funding bodies, and prospective students who expect seamless digital experiences everywhere else in their lives.<\/p>\n\n<\/div>\n<div class=\"text-block\" id=\"text-block-8\">\n<h2 class=\"h2 text-block__title\">Ready to start? Begin with one strategic win<\/h2>\n<p>The institutions building sustainable momentum aren\u2019t waiting for perfect conditions or comprehensive solutions. They\u2019re identifying one cross-departmental workflow that\u2019s visible, valuable, and achievable\u2014then executing it well enough to build credibility for the next phase.<\/p>\n<p>Whether that\u2019s research project management, student success coordination, or facilities scheduling, the key is proving that breaking down silos creates immediate value for the people doing the work.<\/p>\n<p><i>Ready to see how work management platforms designed for higher education can transform your institution\u2019s collaboration and efficiency?<\/i> <a href=\"https:\/\/monday.com\/sales\/contact-us?from=header&amp;source=Website%20-%20Contact%20Sales]\"><i>Explore<\/i> <i>monday.com\u2019s solutions for higher education <\/i><\/a><i>to discover how other colleges and universities are building momentum through strategic, incremental modernization.<\/i><\/p>\n\n<\/div>","protected":false},"excerpt":{"rendered":"","protected":false},"author":5,"featured_media":247676,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"pages\/cornerstone-primary.php","format":"standard","meta":{"_acf_changed":false,"_yoast_wpseo_title":"","_yoast_wpseo_metadesc":"","monday_item_id":12144450139,"monday_board_id":0,"footnotes":"","_links_to":"","_links_to_target":""},"categories":[13906],"tags":[],"class_list":["post-247635","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-product"],"acf":{"parse_from_google_doc":false,"sections":[{"acf_fc_layout":"content_1","blocks":[{"main_heading":"","content_block":[{"acf_fc_layout":"text","content":""}]},{"main_heading":"See how higher education leaders and monday.com experts solve institutions\u2019 biggest collaboration challenges.","content_block":[{"acf_fc_layout":"text","content":"<p>Every August, higher ed vows inter-departmental collaboration, seamless faculty cooperation, smooth research, and efficient admin. But come September, reality hits: administration can\u2019t see student requests, IT is swamped by conflicting requests using disparate tools, research coordinators lose time tracking updates, and institutional knowledge vanishes when staff leave.<\/p>\n<p>In 2023, US higher ed spent over $50 billion on tech, yet 64% of institutions reported increased departmental fragmentation.<\/p>\n<p>This challenge, often called \u201ctech sprawl,\u201d isn\u2019t just a software problem; it\u2019s an operational one. As Bill Rials, Associate Dean for Academic Affairs at Tulane University, noted, \u201cThe irony I find is that we\u2019re surrounded by more technology than ever. We have access to all this technology, but many teams feel less connected than they did 5 or 10 years ago. That\u2019s tech sprawl in action.\u201d<\/p>\n<p>In partnership with GovTech, we hosted a webinar to explore how forward-thinking institutions are using intuitive platforms like <a href=\"http:\/\/monday.com\/\">monday.com<\/a> to address these problems.<\/p>\n<p>Our panel featured:<\/p>\n<ul>\n<li>Bill Rials, Associate Dean for Academic Affairs at Tulane University<\/li>\n<li>Jessie Bonagura, Senior Enterprise Account Manager at monday.com<\/li>\n<li>Ron Bergmann, former CIO at Lehman College (CUNY)<\/li>\n<\/ul>\n<p>Together, they shared real stories and strategies for fixing what\u2019s slowing higher ed down.<\/p>\n"}]},{"main_heading":"The real problem isn\u2019t bad technology \u2014 it\u2019s territorial technology","content_block":[{"acf_fc_layout":"text","content":"<p>Ron Bergmann cut straight to the issue: \u201cColleges and universities are notorious for having silos, but the causes run deeper than departmental competition.\u201d<\/p>\n<p>IT teams historically haven\u2019t been trusted with institution-wide decisions. Grant-funded research creates separate procurement processes that bypass central oversight. Vendors have learned to sell directly to individual departments, promising solutions that \u201cintegrate with everything\u201d while actually integrating with nothing.<\/p>\n<p>The predictable result: what Jessie Bonagura observes across the higher education institutions she works with. \u201cDepartments optimize for their own immediate needs without considering institutional impact. Faculty recreate work that already exists three buildings away. Administrators manage critical initiatives through email chains and personal spreadsheets.\u201d<\/p>\n<p>When the psychology department\u2019s student tracking system can\u2019t communicate with academic affairs\u2019 early warning platform, students fall through cracks that shouldn\u2019t exist. When the advancement office can\u2019t see research milestones that could attract major donors, funding opportunities disappear. When facilities management operates independently from academic scheduling, resources get wasted while needs go unmet.<\/p>\n"}]},{"main_heading":"4 strategies for breaking down silos without breaking your budget","content_block":[{"acf_fc_layout":"text","content":"<p>During the webinar, Bergmann, Rials and Bonagura shared a framework for creating meaningful progress based on their experience with institutions that have successfully tackled tech sprawl.<\/p>\n<h3><b>1. Don\u2019t wait for perfect conditions \u2014 start building momentum<\/b><\/h3>\n<p>Most institutions approach modernization like curriculum reform: months of committee meetings, comprehensive assessments, and detailed implementation plans that collapse under their own complexity. The biggest risk isn\u2019t making an imperfect change\u2014it\u2019s doing nothing while competitors pull ahead.<\/p>\n<p>\u201cWhat we\u2019ve seen time and time again is that the greater risk is doing nothing and continuing to operate in fragmented systems that just don\u2019t talk to each other,\u201d Bonagura explains.\u00a0 As technology evolves, institutions that delay transformation risk falling further behind and failing to meet modern expectations of students, faculty, and stakeholders.<\/p>\n<p>Bergmann learned this lesson during his years managing both government and university systems: \u201cSelect the right first project\u2014something important that people will see value in, with clear alignment around quick wins. You want to fail early and fail small\u201d.<\/p>\n<p>\u201cMy advice is just don\u2019t wait for the perfect time to start,\u201d Bonagura urged. \u201cThe key is really building momentum by getting more teams on board, aligning workflows, and really shifting the culture towards smarter, more connected ways of working.\u201d<\/p>\n<h3><b>2. Layer modern platforms on legacy systems<\/b><\/h3>\n<p>Modernization doesn\u2019t require massive, high-risk \u201crip and replace\u201d projects. The most strategic approach creates what Bonagura calls \u201clightweight connectors\u201d that pull data from existing legacy systems into unified workspaces.<\/p>\n<p>\u201cIt\u2019s too expensive to replace all these systems right away,\u201d Bergmann notes. \u201cBut pulling data from those systems into a unified place allows other tools to use it.\u201d The goal is creating what he calls a \u201csingle source of truth\u201d \u2014a central repository where data from different systems connects, enabling automation, improved visibility, and better collaboration without abandoning core tools.<\/p>\n<p>Bergmann shared a powerful example from his time at Lehman College: \u201cIt was intended to be a layer on top of all the student-related systems,\u201d he explained about their Lehman 360 platform. <i>\u00a0<\/i>\u201cIt brought together so many data sets under one roof,\u201d giving students and faculty unified views of academic progress while enabling early alert systems for at-risk students.<\/p>\n<p>Total initial investment: less than $100,000 and six months of development. Five years later, it remains the primary student success platform and has been replicated across multiple institutions.<\/p>\n<h3><b>3. Focus on one use case at a time<\/b><\/h3>\n<p>When introducing new platforms, the temptation is showcasing every available feature. This \u201ckitchen sink\u201d approach consistently overwhelms users and slows adoption. Far more effective: start small and demonstrate immediate value.<\/p>\n<p>\u201cInstead of saying, \u2018Here\u2019s the full platform, good luck,\u2019 we identify one or two high-impact workflows and get quick wins there,\u201d Bonagura advises.\u00a0 \u201cWhen users start to see immediate value in their day-to-day work, they\u2019re much more open to expanding.\u201d<\/p>\n<p>Bergmann agreed during the discussion, noting the importance of \u201cselecting the right first project\u201d. Success in one visible area builds excitement and momentum, making subsequent implementations significantly easier.<\/p>\n<h3><b>4. Empower champions and convert skeptics<\/b><\/h3>\n<p>Technology adoption succeeds or fails based on people, not features. Lasting change requires buy-in from the ground up, driven by internal advocates who understand both platform capabilities and colleagues\u2019 actual needs.<\/p>\n<p>\u201cThe most successful rollouts always include empowering champions within each department,\u201d Bonagura emphasized. \u201cInstead of IT carrying all the weight, you have a network of advocates across the organization.\u201d<\/p>\n<p>But Bergmann shared a counterintuitive strategy that generated significant discussion: \u201cYou also want some naysayers,\u201d he said.\u00a0 \u201cbecause if you can convert a naysayer, they become your biggest advocate.\u201d This user-centric mindset makes governance feel less like top-down control and more like \u201cenablement from within\u201d.<\/p>\n"}]},{"main_heading":"The AI multiplication effect","content_block":[{"acf_fc_layout":"text","content":"<p>Artificial intelligence isn\u2019t replacing higher education processes\u2014it\u2019s removing the administrative friction that prevents faculty and staff from focusing on their core mission. Modern work management platforms like monday.com now embed AI capabilities that address higher education\u2019s most persistent time-wasters.<\/p>\n<p>Meeting assistants automatically generate summaries with assigned action items. Project plans are built from simple natural language prompts. Executive reports can be compiled using data from multiple departments without manual wrestling. Risk algorithms may flag potential delays before they cascade into crises.<\/p>\n<p>At Georgia State University, AI-powered project management tools reduced administrative time for research coordinators by 60%. Faculty spend less time updating project statuses and more time on actual research. Grant compliance tracking happens automatically instead of consuming entire afternoons each week.<\/p>\n<p>For chronically overworked higher ed professionals, this means reclaiming hours currently lost to information management and status reporting.<\/p>\n"}]},{"main_heading":"Managing change in change-resistant culture","content_block":[{"acf_fc_layout":"text","content":"<p>Higher education institutions sometimes resist change by design. Shared governance, tenure systems and academic freedom create deliberate barriers to rapid transformation. As Bill Rials observed, \u201c\u2026 a lot of times it\u2019s not the technology that stops a rollout of a new implementation, but the culture inside the organization.\u201d This protects institutional mission and academic integrity, but it shouldn\u2019t mean paralysis when facing operational dysfunction.<\/p>\n<p>As discussed by Bergmann Bonagura, and Rials, institutions succeeding at modernization work within governance culture rather than against it. They start with voluntary adoption, not mandated rollouts. They demonstrate value through pilot programs rather than comprehensive implementations. They build on existing relationships rather than creating new reporting structures.<\/p>\n<p>Most critically, they prepare for champion turnover. When key advocates leave (and in higher ed, people do move between institutions), workflows and institutional knowledge remain accessible within institutional platforms rather than walking out the door in personal systems.<\/p>\n"}]},{"main_heading":"The cost of continued fragmentation","content_block":[{"acf_fc_layout":"text","content":"<p>Delaying transformation carries measurable costs beyond IT budgets. Faculty waste an average of 8.5 hours per week on administrative tasks that could be automated. Research projects experience 23% longer completion times due to coordination failures. Student success initiatives achieve 40% lower impact when departments can\u2019t share data effectively.<\/p>\n<p>More critically, institutions that can\u2019t demonstrate operational efficiency and outcome transparency face increasing scrutiny from accreditors, state funding bodies, and prospective students who expect seamless digital experiences everywhere else in their lives.<\/p>\n"}]},{"main_heading":"Ready to start? Begin with one strategic win","content_block":[{"acf_fc_layout":"text","content":"<p>The institutions building sustainable momentum aren\u2019t waiting for perfect conditions or comprehensive solutions. They\u2019re identifying one cross-departmental workflow that\u2019s visible, valuable, and achievable\u2014then executing it well enough to build credibility for the next phase.<\/p>\n<p>Whether that\u2019s research project management, student success coordination, or facilities scheduling, the key is proving that breaking down silos creates immediate value for the people doing the work.<\/p>\n<p><i>Ready to see how work management platforms designed for higher education can transform your institution\u2019s collaboration and efficiency?<\/i> <a href=\"https:\/\/monday.com\/sales\/contact-us?from=header&amp;source=Website%20-%20Contact%20Sales]\"><i>Explore<\/i> <i>monday.com\u2019s solutions for higher education <\/i><\/a><i>to discover how other colleges and universities are building momentum through strategic, incremental modernization.<\/i><\/p>\n"}]}]}],"lobby_image":false,"post_thumbnail_title":"","hide_post_info":false,"hide_bottom_cta":false,"hide_from_blog":false,"landing_page_layout":false,"hide_time_to_read":false,"sidebar_color_banner":"","custom_tags":false,"disclaimer":"","cornerstone_hero_cta_override":{"label":"","url":""},"show_contact_sales_button":"0","cluster":"","display_dates":"default","featured_image_link":"","faqs":false,"activate_cta_banner":false,"banner_url":"","main_text_banner":"","sub_title_banner":"","sub_title_banner_second":"","banner_button_text":"","below_banner_line":"","use_customized_cta":false,"custom_schema_code":""},"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v26.6 (Yoast SEO v27.5) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Solving Higher Ed\u2019s tech sprawl problem with better collaboration | monday.com Blog<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, 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