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Harnessing the Forces of Change
Presentation to HOSA, Dunedin, 11 August 2016
Stephen Whiteside, Chief Digital Officer, The University of Auckland
Agenda
• Digital Transformation and the Pace of Change
• Technologies and changes
• The modern enterprise
• Focus on the student
• Universities and
Digital Transformation
• Questions
Monday, 22 August 2016 2
UoA Chief Digital Officer
Position Description (Digital Aspects)
• Developing & driving digital strategy
• Thought leader on emerging business models
• Executive sponsor for digital process definition
• Develop a digital project portfolio
• Develop understanding of the University’s digital maturity
• Build organisational capability in digital technology
• Develop an info mgmt. plan to drive advanced analytics
• Identify opportunities for the digital student experience
Monday, 22 August 2016 3
Monday, 22 August 2016 4
1. Steam powered machines in the 18th and 19th centuries
2. Assembly lines that drove mass production in early 20th century
3. Rise of electronics and computing that began in 1960s
4. Digital Disruption
Revolutions …
5
The Pace of Change
6
1 2 4 8 16 32 64
128 256 512 1024 2048 4096 8192
16384 32768 65536 131072 262144 524288 1048576
2097152 4194304 8388608 16777216 33554432 67108864 1.34E+08
2.68E+08 5.37E+08 1.07E+09 2.15E+09 4.29E+09 8.59E+09 1.72E+10
3.44E+10 6.87E+10 1.37E+11 2.75E+11 5.5E+11 1.1E+12 2.2E+12
4.4E+12 8.8E+12 1.76E+13 3.52E+13 7.04E+13 1.41E+14 2.81E+14
5.63E+14 1.13E+15 2.25E+15 4.5E+15 9.01E+15 1.8E+16 3.6E+16
Ray Kurzweil, Gartner
• 45 per cent of US jobs could be automated by technology that
already exists
• 60 per cent of all occupations could see 30 per cent or more of
their constituent activities automated
– 78 per cent of predictable physical work, like welding and soldering on an assembly line, could be automated
– 25 per cent of unpredictable physical work, like construction, forestry and farming, could be automated
Monday, 22 August 2016 7
The Impact of
Artificial
Intelligence and
Robotics
8
“Increasingly capable machines will transform the way that the expertise of
professionals is made available in society.
It won’t only streamline and optimise the traditional way that professionals
have worked, but it will actively displace the work of the current professionals.”
9
Richard and Daniel Susskind
Profession Disruptors
10
11
Medical Industry Simulations
12
Virtual & Augmented Reality
13
Virtual & Augmented Reality
14
Driverless Cars
15
Drones & 3D Printing
16
Monday, 22 August 2016 17
Breadth of Digitalisation
Digital Can Reshape the Modern Enterprise
18
• Customer Experience
• Enterprise IT
• Agile Architecture
• Agile Development
• Agile Governance & Decision Making
• DevOps
• Big Data
Digital Business Focus …
19
Agile Development
FANTAIL 5
GECKO 6
HAKE 7
ISOPOD 8
JELLYFISH 9
KIWI 10
6 July 27 July 17 August 7 September 28 September 15 June 19 October
Sub-navigation pt 1
Call-to-action
Apply CTA
Content template
Faculty IA analysis
Image
Full IA testing
Content strategy
Content planning
Table
Content production: Application, Admission, Fees, Student loans, Scholarships, Support services, International content, Maori & Pacific content, Living and studying
in Auckland, Enrolment
Video, Sub-flexi component, Related links, Hero banner, Image gallery, File
attachment
MVP3 is being planned.
Potential items
include: Rest of central site Programmes and
courses / entry req’s Faculty content
Research News/Events
MVP2
R E L E A S E
R E L E A S E
MVP3
Co
nte
nt
& IA
C
om
po
nen
ts
Training for editors?
Banner height
Bug fixes
R E L E A S E
R E L E A S E
Faculty IA dev.
Links page template
Text v2
Split H1 and H2
Page listing x2
Sub-navigation pt 2
Front page template
Video
Innovation
21
Deficit Thinking
Strength Based Thinking
LEAN Design Thinking
Innovative Spaces
22
• Changing Customer Preferences
• Siloed Organisations
• Obsolete Applications
• Exploding Quantities of Data
Challenges to Digital Transformation
23
Focus on the Customer
24
• Attraction and brand • Retention • Conversion to post graduate • Alumni
• Act as one org for multichannel consistency
• Create Single View of the Customer
• Reconfigure Customer Processes
• Develop a customer experience management strategy
• Collect and analyse customer feedback, communicate actions
• Activate self service tools to select, order, track, stop
• Map customer journeys, find moments of truth
• Alter attitudes and employee behaviour
• Implement and measure customer experience metrics
• Personalise products and service offerings
Impactful CX Improvement Projects 2015
25
26
Decision making Connectivity
Automation Innovation
Digital Student Data Artificial Intelligence
Customer (Student) Journey Mapping
Omnichannel
Predictive Analytics
Process Automation / Forms Elimination Student Service Centres
/ Knowledge bases
Student service delivery models
Digital engagement /Personalisation
Tracking Student Presence
Machine Learning Customer Service Awareness
Chatbots
CRM
Eliminating queues
Student Journey
Mapping
Decision Making
Applying
Enrolling
Being a Student
Graduating
Monday, 22 August 2016 27
UoA’s Assumptive Student Journey Map
Monday, 22 August 2016 28
Understand trends
Intervene to improve student outcomes
Artificial Intelligence / Cognitive Computing
• Analyse loosely structured information (incl. videos)
• Answer English language questions
• Automate / enhance service (or replace it)
Predictive Analytics / AI
29
Many predict on line virtual
assistants will replace call centre
workers eventually.
Chatbots
30 The Pizza Hut chatbot will launch on Facebook and Twitter (Playing catchup with Dominos.) “Conversational commerce”
Facebook now has 11,000 chatbots on its Messenger platform
UoA Sources of Student Information
31
• Learning Analytics • Campus Solutions • SA Images – correspondence • CRM – Oracle Service Cloud • Manual files – School of Graduate Studies & International • Student Health • Faculty information • Location information • Demographics • Gov‘t data
Tracking Student Presence
32
Student Service Model
Monday, 22 August 2016 33
DSD Benefits
Monday, 22 August 2016 34
Improved experience
moving between ANZ
institutions and abroad;
increased academic
record data portability
leading to faster
decision making within
institutions
Improvements
relating to access,
assessment and
verification of ANZ
qualifications Productivity
improvements relating
to inbound and
outbound records
Simpler and more
efficient for
institutions globally to
exchange data with
ANZ institutions
Ability to interpret
student records from
multiple student
systems and formats
Reinforcement of the
quality and integrity
of the ANZ higher
education brand and
protection of the
industry
Ability to provide
access to verifiable
study record by third
party providers
determined by student
Assurance of integrity and security of ANZ qualifications
EMPLOYERS & OTHER THIRD PARTIES STUDENTS
HIGHER EDUCATION SECTOR ANZ UNIVERSITIES
Service
improvements for
individual applicants,
students, and alumni
Learning and Teaching - the Generation Gap
35
UoA’s Digital Agenda
36
• eResearch • Research Support • Learning & Teaching • Process Automation and Paper Forms Elimination • Enhancing Student Experience • Digital Communication • Web and Digital Engagement • Reporting & Analytics • Artificial Intelligence / Cognitive Computing • Virtual / Augmented Reality • Digital Capabilities • Agile Development
How Does Digital Fit with Overall UoA Strategy?
• University Strategic Program Office
– Portfolio, Program and Project Management
– Strategic and IT Portfolios
– Reviewed Quarterly with VC and DVC(Operations)
• Business Process Management Office (Business Transformation)
• Change Management Practice
• Digital Transformation Focussed IT Strategy
• Digital Agenda for Senior Leadership Team
Monday, 22 August 2016 37
Questions?