The ability for MSU to move forward in an aligned manner is improved when a common and clear understanding of the objectives is shared across the institution. A broad recognition exists throughout the campus community that current systems and architecture are unable to support the business needs of the University as it positions itself for the future. This recognition led to the decision to upgrade and replace the financial, human resources and research administration information systems. Understanding the impact the objectives may have on the people, processes and technology of MSU will be a key element in moving forward together.

There is recognition by the University that decisions made today regarding a new suite of systems have the potential to impact business in the future. Therefore, MSU conducted a critical evaluation of enterprise systems and information systems architectural trends in order to construct an Enterprise Systems Vision. The University found in the course of the analysis that certain systems (e.g., finances) would likely remain relatively stable over the long term and not require regular functional updates. While other systems will change more frequently (e.g., benefits change annually and Human Resources approximately every two years) and require regular updates because of relatively short-lived functionality. Based on these findings, MSU developed a future model that connects right-fit modules (system components chosen for their distinct functionality) using commercially available middleware. This modular approach provides MSU with the greatest set of options and flexibility for the immediate and relative future.

Executive leadership pointed to a desire for the new systems to provide more flexibility, transparency, standardization and delegation in facilitating the work of the University. To achieve these aspirations, the new systems must support the ability to respond quickly to meet future opportunities and challenges. They must also support an approach to data and information that makes both more open and apparent. Additionally, they must afford an ability to intentionally delegate authority within legal and ethical boundaries. Furthermore, they must sustain improved documentation and consistency in the way common tasks are accomplished across campus. Understanding the potential impact these aspirations may have on MSU is the first step to a shared future vision and design of these systems.

The directive for the Enterprises Business Systems Projects initiative is to design an integrated set of administrative tools that can be used by faculty and staff to accomplish the business of Michigan State University. These tools and technology are critical elements, and when combined with a clear understanding of direction and effective processes create an environment in which the people can advance the future of MSU together. All of these elements are necessary and each influences and is affected by the other components. Together they facilitate MSU's capacity to achieve the business needs of a 21st century university.