digital transformation | digital leadership | @k hameed transformation and... · hameed khawar...

Digital Transformation | Digital Leadership | @K_Hameed

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Upload Date:

31/03/2015

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By @K_Hameed

Upload Date:

19/09/2016

• 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

Digital Reality

The 4th Industrial Revolution

&

The Digital Knowledge Economy

Digital RealityDigital Leadership

The 4th Industrial Revolution

&

The Digital Knowledge Economy

Digital Leader/Digital Leadership

Not You

CDO

CIO

CTO

CDataO

You

Academic

Leaders

Senior Staff

Dig

ital

Digital

Leadership

Digital Harmony/Congruence

Creating a Staffordshire Digital DNA

So what is ‘Digital’?

Choice

Market

Productivity

Flexibility

Empowerment

Access

Mobility

Ownership

Efficiency

Work/Life Balance

Connectedness

Value

Services

Security

Governance

Policies/Procedures

Communications

Technology Stack

Devices

Time

Location

Mode

Concepts Affordance Tech

Digital

.

.

.

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

"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 2016–17

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

Digital

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…

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.

External

JISC Digital

Blooms Digital Taxonomy

Professional Bodies

Internal

Learning and Teaching

Strategy 2015-2018

DigitalU Values

(Competencies)

Staffordshire Graduate

8 University Learning

Outcomes

• 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

• Communicator, Collaborator &

Participator

• Information & Data Handler

• Creator & Innovator

• Learner & Self Developer

• Ambassador

External

Digital Transformation Strategies

Digital/Tech Evolution

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 2016–17. House of

Commons Business, Innovation & Skills Cttee

etc.

Internal

Business Service Architecting

Digital Business Partners

DNA

Leading, Governing and Managing

Enterprising Universities

University of Plymouth and Teesside

University

Leading Transformational Change initiative,

Dec 2009 to Sept 2011.

The wider context

Digital

Framing Digital

Solutions are point-specific Implementation of

an integrated series

of solutions

Solutions are diffused

through the entire

organisation to yield

transformative value

Digital defined

narrowly &

tactically

Digital defined

broadly &

strategically

A Digital Continuum

Adapted from a model by R.C.Basole/Enterprise Mobility: Researching a New Paradigm

Solutions are point-specific Implementation of

an integrated series

of solutions

Solutions are diffused

through the entire

organisation to yield

transformative value

Digital defined

narrowly &

tactically

Digital defined

broadly &

strategically

A Digital Continuum

Adapted from a model by R.C.Basole/Enterprise Mobility: Researching a New Paradigm

DigitalU

Framing Digital

Process Pedagogy/

Culture

Experience

Service Creation

Service Value

Channel Access

Automation

Information

Transformation

Pedagogy First

Bloom DT+

Adoption

Framing Digital

Adapted from Scornavacca, E. & Barnes, S.J., 2008, The Strategic Value of Enterprise Mobility: Case Study

Insights, Information Knowledge Systems Management, 7, pp. 227-41.

Digital

Intensity

Transformation Management Intensity

Fashionistas

Beginners

Digirati

Conservatives

The Digital Advantage: How digital leaders outperform their peers in every industry. MITSloan Management, Capgemini Consulting

Framing Digital

• Superimposing

KPIs; NSS; PTES

would be

interesting…


Framing Digital

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, p32-33. 2p

• 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

• 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

Digital Leadership

• Digital governance (external/internal)

• IS/DS-Business relationships (this is a push-pull relationship)


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


Digital Leadership

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