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The disruptive changes in Higher Education (HE) require disruptive thinking in the delivery of business processes and IT services to adapt to the magnitude of the change. My view is that the delivery of business processes and IT services that the support a university will change to a mix of commodity business processes and IT services delivered by external providers and that there will be a significant reduction and dependency on the existing Internal IT function. (Full slide notes included - download to read)
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Disruptive Thinking in Higher Education
Changing the Delivery of Business Processes and IT Services
Mark WhiteFebruary 2011
Trends
• Short Courses, Distance Learning– Higher “Transaction” Volumes, Shorter
“Transactions”– Scaled-Down Business Processes, Reduce
Transaction Overheads, Process Efficiencies• Change in Student Demographic– Part Time, Continuous Learning, 18+
• Student Experience– Value for Money
Trends
• Increased Competition, Reduced Funding– Blurred Market Boundaries (UK, International?)– Developing Additional Income Streams
• Process Efficiencies– Business Process Commoditization– IT Service Commoditization
University - IT Service Provider
Internal IT
Faculty A
Faculty B
Faculty CFaculty D
Faculty E
Business Processes, IT Services
Faculty Specific
University Specific
Sector Specific
Sector Agnostic
Business Processes, IT Services
•BP: Continuing Professional Development, Etc
•IT: Specialist Teaching Systems (Media Edit Suites, Etc)
Faculty Specific
•BP: Cross-Faculty Services? Student Services?
•IT: Identity Management (Joiners, Leavers, Students, Staff)
University Specific
•BP: “Student Lifecycle” Processes, Student Management, Curriculum Management, Procurement (?), Etc
•IT: Registration System, VLE
Sector Specific
•BP: Finance, Payroll, HR, Procurement (?)
•IT: Collaboration, Email, File Storage, Hosting, Media Serving
Sector Agnostic
Trends
• Faculty Specific– ?
• University Specific– ?
Trends
• Sector Specific– Short Courses, Distance Learning
• Higher “Transaction” Volumes, Shorter “Transactions”• Scaled-Down Business Processes, Reduce Transaction Overheads,
Process Efficiencies
– Change in Student Demographic• Part-Time, Continuous Learning, 18+
– Student Experience• Value for Money
– Increased Competition, Reduced Funding• Blurred Market Boundaries (UK, International?)• Developing Additional Income Streams
Trends
• Sector Agnostic– Process Efficiencies• Business Process Commoditization• IT Service Commoditization
University - IT Service Provider
Internal IT
Faculty A
Faculty B
Faculty CFaculty D
Faculty E
University - IT Service Provider
IT Service Provider
Business A
Business B
Business CBusiness D
Business E
University - Service Providers
Service Providers
Business A
Business B
Business CBusiness D
Business E
University – Service Providers•Bus
iness Process Provider A, B, Etc
•IT Service Provider A, B, Etc
Faculty A, B, Etc
•Business Process Provider
•IT Service Provider
University Specific
•Business Process Provider
•IT Service Provider
Sector Specific
•Business Process Provider
•IT Service Provider
Sector Agnostic
University – Service Providers - Now
Faculty A, B, Etc
University Specific
Sector Specific
Sector Agnostic
Internal Provider
External Providers
University – Service Providers – 5 Yrs
Faculty A, B, Etc
University Specific
Sector Specific
Sector Agnostic
Internal Provider
External Providers
External Providers
University – Service Providers – 10 Yrs
Faculty A, B, Etc
University Specific
Sector Specific
Sector Agnostic
Internal Provider
External Providers
External Providers
Example Service Providers
•Other Universities
•Specialist Companies
Faculty A, B, Etc
•Internal ITUniversity
Specific
•Serco, Capita, Infosys
•salesforce.com, Microsoft (Dynamics CRM)
Sector Specific
•Microsoft, Google
•Amazon, Rackspace
Sector Agnostic
Challenges
• Data Security– University Policies Towards Data Stored Externally
• Business Process Divergence within Faculties– Single Business Model or Group Business Model?
• University – Service Provider Relationship– Single or Multiple IT Service Providers?
• Appetite for Change– Culture of “Do it (and IT) Internally”
• Sector Specific Service Providers– Are they prevalent in the market?
Enablers
•Map University Capabilities
•Standardize Business Processes
•Vendor Management
•Identity Lifecycle Management
•Service Bus
Next Steps
• Feed Thinking into IT Strategy Planning• Shape Programs of Work to Deliver Enablers
Next Steps
• Near-Term Projects for Distance Learning– Short Courses, Distance Learning, • VLE Improvements; Scaled-Down Business Processes
– Student Retention• Keep the Customers you have• MIS Improvements
– Refine Joiners / Leavers Process• “Friction Free” Student Experience• Towards Identity Management
Summary
• The Disruptive Changes in HE require Disruptive Thinking in the Delivery of Business Processes & IT Services– Commodity Business Processes & IT Services• Via External Providers
– Specialist Business Processes & IT Services• Via Internal IT
