BETTER ALWAYS WINS
K-12 leader discuss operational advantage
In our latest Canon K-12 Advisory board meeting, we learned a lot about how decision-making is changing. It is funny, however, that the one thing that stays the same is that schools feel pressure. And while that is true, it does fall short.
K-12 feels the pressure, but the best of the best are using it to their advantage. They’re becoming more disciplined, more strategic, and more intentional in how they operate. And that is a change worth paying attention to.
The End of Easy Decisions
In our discussion with this amazing group of K-12 leaders, we determined that there are no casual decisions anymore. The facts are that whether it’s a public district managing deficits or a private school balancing tuition expectations, every investment is being heavily scrutinized.
As Gary Kerbow, Director of Purchasing at Hurst-Euless-Bedford ISD in Texas says, “It’s a lot about the bottom line now. How long is it going to take and what guarantees we have for the impact.” The group reminded us that even in environments where the goal isn’t to generate profit, the mandate is clear: You simply can’t afford to get it wrong.
Efficiency Is the New Innovation
What stood out most in the meeting was that there wasn’t a craving for new tools as much as there was an interest in using what already exists, better. The most thoughtful leaders are asking harder questions. Things like “Do we already have this capability?” or “Are we duplicating spend?”
It may not be very flashy, but when the mindset turns to operational discipline, K-12 institutions move to another level.
The Silent Constraint: Facilities
Another factor shaping decisions that doesn’t get enough attention is the buildings themselves. As Kerbow noted, “Buildings don’t get better with age. You have to come up with things to fix these massive systems.” And those limitations aren’t just operational—they impact the student experience.
In many instances, the leader of K-12 cannot provide an elite end-user experience if they cannot get the infrastructure into the building. That is where operations and education collide. According to the group, that is also where some of the hardest decisions are being made.
Collaboration Isn’t Optional Anymore
Consensus was that decisions are no longer made in isolation. As Dianna Drew, Executive Director of Technical & Document Services at Grand Prairie ISD said, “We try to make very informed collaborative decisions. If it’s a major project, we do a proof of concept.” And that collaboration is broader than ever.
Vince Janney, Head of School at The Houston Academy in Alabama added, “Everything pretty much gets brought to our executive leadership team to discuss and approve.” So, the processes can slow things down, but that also ensures decisions are aligned and built to last.
Procurement Has Grown Up
One of the most revealing parts of the discussion was around procurement. The assumption from the outside may be that decisions always come down to price. However, that is truly outdated. In fact, the board emphasized that RFPs are more about value and not price. Drew reinforced that clarity is everything and stated, “If you don’t have a clear scope of work, you’re not going to have a good result.”
Cost certainly still matters, but it’s part of a broader equation now. Procurement teams must detail long-term impact, determine vendor reliability, and figure out the fit within existing systems. In other words, procurement today isn’t transactional. It’s strategic decision-making in action.
The Market Is Shifting—Whether We Admit It or Not
There’s also a quiet but important shift happening in enrollment. Some schools are growing while others are shrinking. Kerbow noted, “We have waiting pools at just about every grade level, which gives us flexibility to invest.” Others are facing the opposite reality. Drew said, “We have declining enrollment and we are closing one of our oldest elementary schools.”
Different realities but the same pressure. So, these schools and their corresponding procurement teams are forced to adapt or fall behind.
What Actually Separates the Best
Our final discussion was around what excellence looks like and how they go about determining if they measure up. When the group was pushed to define what really drives success, the answer wasn’t technology, funding, or even process. It was clearly leadership.
As Greg Long, the former Director of Purchasing and Distribution at Seminole School District eloquently said, “Leadership is 100% the key. And a rising tide raises all ships.”
The schools navigating this moment best aren’t the ones with the most resources. They’re the ones with clear priorities set by their leaders. They are the ones with strong alignment around a shared mission. And they collectively have the willingness to make hard decisions.
K–12 education isn’t standing still. It’s evolving meaningfully. Under pressure, the best of the best are sharpening their decision-making, demanding accountability, and focusing on outcomes over activity.
It is not about chasing more. It is about being better. And better always wins.
