Digital Transformation Digital

Transcription

1 Digital Transformation Digital

2 istock By Getty Images Upload Date: 31/03/2015

3 Beacon Building Upload Date: 19/09/2016

4 The democratisation of digital is such that we cannot control we can only fit in. To fit in effectively, we need: the form digital infrastructure, culture, behaviours, and identity the pull - magnetism and sticky digital leveraging the form to create the digital experiences for students and staff to deliver value & impact - it really must work, across the experience

5 Digital Reality The 4 th Industrial Revolution & The Digital Knowledge Economy

6 Digital Leadership Reality The 4 th Industrial Revolution & The Digital Knowledge Economy

7 Digital Digital Leader/Digital Leadership Not You CDO CIO CTO CDataO Digital Leadership You Academic Leaders Senior Staff Digital Harmony/Congruence Creating a Staffordshire Digital DNA

8 So what is Digital?

9 Digital Time Location Mode... Access Choice Connectedness Efficiency Empowerment Flexibility Market Ownership Productivity Services Value Work/Life Balance Mobility Communications Policies/Procedures Governance Technology Stack Security Devices Concepts Affordance Tech

10 Digital As the digital transformation scales up, CIOs have the opportunity of a lifetime to lead innovation, integration, and incorporation, thus making a major difference in their company s future. Serge Findling, Vice President of Research, IDC IT Executive Programs

11 Digital "Technology is going to revolutionise, or is already revolutionising, business, transforming virtually all aspects of the economy and society. The digital economy refers to both the digital access of goods and services, and the use of digital technology to help businesses. House of Commons Business, Innovation and Skills Committee. The Digital Economy, Second Report of Session

12 Digital Roughly translated, this refers to how we intelligently use digital to underpin and deliver our: Business Activities Business Processes Business Models Business Ecosystems Business Assets

13 And So It s time to realise our full potential by leveraging the value of this infrastructure as we proceed on our journey to becoming the leading and contemporary digital University. Like any journey, it needs charting and and someone has to lead the voyage

14 So what needs leading? Creation of contemporary behaviours and actions commensurate with the expectation and needs of digital citizens: our students, staff, and the wider community. Leveraging leading-edge digital infrastructure that enables the delivery of a first-class experience for all stakeholders and which creates a vibrant and contemporary learning environment. Identity: We are the UK s leading University for the adoption of institution-wide cloud-based digital infrastructure. We are a digital University.

15 External JISC Digital Blooms Digital Taxonomy Professional Bodies Internal Learning and Teaching Strategy DigitalU Values (Competencies) Staffordshire Graduate Develop use of digital resources and digital fluency of staff and students through Digital U project Work with IS and other stakeholders to improve digital capability of staff and students You will be fluent in digital technologies to support learners, through your use of virtual learning environments, social and collaborative tools, and comfortable in using data to help make decisions. Strategic Theme Strategic Objectives Activities Measures of Success DNA External Digital Transformation Strategies Digital/Tech Evolution Internal Business Service Architecting Digital Business Partners 8 University Learning Outcomes Communicator, Collaborator & Participator Information & Data Handler Creator & Innovator Learner & Self Developer Ambassador External Digital Skills for the UK Economy - Department for Business Innovation & Skills, and Dept. for Culture Media & Sports Report Jan 2016 The Digital Economy, Second Report of Session House of Commons Business, Innovation & Skills Cttee etc.

16 The wider context Digital Leading, Governing and Managing Enterprising Universities University of Plymouth and Teesside University Leading Transformational Change initiative, Dec 2009 to Sept 2011.

17 Framing Digital Digital defined narrowly & tactically Digital defined broadly & strategically Solutions are point-specific Implementation of an integrated series of solutions Solutions are diffused through the entire organisation to yield transformative value A Digital Continuum Adapted from a model by R.C.Basole/Enterprise Mobility: Researching a New Paradigm

18 Framing Digital Digital defined narrowly & tactically Digital defined broadly & strategically DigitalU Solutions are point-specific Implementation of an integrated series of solutions Solutions are diffused through the entire organisation to yield transformative value A Digital Continuum Adapted from a model by R.C.Basole/Enterprise Mobility: Researching a New Paradigm

19 Framing Digital Digital defined narrowly & tactically Digital defined broadly & strategically DigitalU Solutions are point-specific Implementation of an integrated series of solutions Solutions are diffused through the entire organisation to yield transformative value A Digital Continuum Adapted from a model by R.C.Basole/Enterprise Mobility: Researching a New Paradigm

20 Framing Digital Experience Service Creation Service Value Channel Access Automation Adoption Transformation Information Process Pedagogy First Bloom DT+ Pedagogy/ Culture Adapted from Scornavacca, E. & Barnes, S.J., 2008, The Strategic Value of Enterprise Mobility: Case Study Insights, Information Knowledge Systems Management, 7, pp

21 Framing Digital Experience Service Creation Service Value Channel Access Automation Adoption Transformation Information Process Pedagogy First Bloom DT+ Pedagogy/ Culture Adapted from Scornavacca, E. & Barnes, S.J., 2008, The Strategic Value of Enterprise Mobility: Case Study Insights, Information Knowledge Systems Management, 7, pp

22 Framing Digital Experience Service Creation Service Value Channel Access Automation Adoption Transformation Information Process Pedagogy First Bloom DT+ Pedagogy/ Culture Adapted from Scornavacca, E. & Barnes, S.J., 2008, The Strategic Value of Enterprise Mobility: Case Study Insights, Information Knowledge Systems Management, 7, pp

23 Framing Digital Experience Service Creation Service Value Channel Access Automation Adoption Transformation Information Process Pedagogy First Bloom DT+ Pedagogy/ Culture Adapted from Scornavacca, E. & Barnes, S.J., 2008, The Strategic Value of Enterprise Mobility: Case Study Insights, Information Knowledge Systems Management, 7, pp

24 Framing Digital Digital Intensity Fashionistas Beginners Digirati Conservatives Transformation Management Intensity The Digital Advantage: How digital leaders outperform their peers in every industry. MITSloan Management, Capgemini Consulting

25 Framing Digital Superimposing KPIs; NSS; PTES would be interesting The Digital Advantage: How digital leaders outperform their peers in every industry. MITSloan Management, Capgemini Consulting

26 Digital Leadership Being a Digital Leader: Be a Visionary; Focus on professional development; Build a professional network; Model risk taking. Four Tips for Effective Digital Leadership. Gonzales, Lisa. Tech & Learning. Nov2016, Vol. 37 Issue 4, p p Companies that rapidly adapt to digital business models don t just do digital ; they act digital. In other words, they practice an entirely new model of management. And their CEOs are leading the charge. Josh Bershin, Harvard Business Review, Dec 01, 2016

27 Digital Leadership Creating an effective digital culture is an intentional effort: Digitally maturing organizations invest in their own talent - success appears to breed success Soft skills are important: a transformative vision; being a forward thinker; having a change-oriented and can-do mind-set; other leadership and collaborative skills - inspiring, manage complexity, developing distinct digital cultures Digital congruence is the crux: alignment of culture, people, structure, tasks From Aligning the Organization for Its Digital Future MITSLoan Management Review Findings from the 2016 Digital Business Global Executive Study and Research Project Delloite University Press

28 Digital Leadership Digital governance (external/internal) IS/DS-Business relationships (this is a push-pull relationship) The Digital Advantage: How digital leaders outperform their peers in every industry. MITSloan Management, Capgemini Consulting

29 Digital Leadership Frame the digital challenge understand the threats; assess your own digital maturity; transformative digital vision; senior team should have a common vision Focus investment: identify where you want to excel; decide if you need to adapt your business model; strong enterprise-level governance. Three key governance mechanisms are common: dedicated committees, shared units, and new roles including Digital Czars Engage the organisation at scale: Putting the organisation in motion early (can you afford to wait?); continuous two-way communication (internal/external); encourage employees to identify new practices and opportunities Sustain the transformation: Address skills gaps; quantify and monitor progress toward the digital ambition through KPIs or digital scorecards; iterate and improve The Digital Advantage: How digital leaders outperform their peers in every industry. MITSloan Management, Capgemini Consulting

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