“How does a new leader learn what we actually run?”
Today a new dean or CIO reconstructs the estate from a month of meetings and the memory of a few long-serving staff. The model is that knowledge written down, so understanding transfers with the role instead of walking out with the person.
The systems, owners, and dependencies a newcomer would otherwise take months to assemble by hand.
A leader productive in weeks, and institutional knowledge that survives turnover.
A new CIO arrives. Instead of thirty orientation meetings, they open the model: what the division runs, who owns each system, where the risks and overlaps sit. The meetings that follow are decisions, not discovery.