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Developing a DigitalTransformationStrategy for Fall andWinter 2020: An ITCapabilitiesPerspectiveJune 4, 2020 2020 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. This presentation, including all supporting materials,is proprietary to Gartner, Inc. and/or its affiliates and is for the sole RESTRICTED use of the intended recipients. Because this presentation may contain information that isconfidential, proprietary or otherwise legally protected, it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or itsaffiliates.

Gartner Consulting is anextension of GartnerResearch, helping clientstranslate insights intoactions to achieve superiorperformance and buildorganizational capabilities.2RESTRICTED DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights reserved.Steven KaplanSenior Managing PartnerGartner ConsultingJohn Thompson-HaasSenior DirectorGartner Consulting

Agenda The Covid Disruption Designing a COVID strategy Developing an action plan based on IT and businesscapabilities Q&A3RESTRICTED DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights reserved.

The pandemic might permanently change thecharacter of higher learning in America — its culture,its role in society and in the economy, and thebusiness models that sustain it.- The Chronical Of Higher Education, How Will The Pandemic ChangeHigher Education, April 10, 2020From March 7 to March 26, over 1,100 colleges anduniversities closed and moved to online instructionimpacting the education of more than 14 millionstudents.- Inside Higher Education, “Colleges Are Not Light Switches” KarenGross, April 9, 2020If I wanted to take online classes, I would pay a lotless. We’re paying full tuition to get an incompleteeducation.”- A university student’s reaction to moving her courses on-line4RESTRICTED DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights reserved.

Response to COVID Needs to Be Flexible Universities need to plan for the “new normal”,but the road to the future will not be a straight line Universities must plan for the possibility of a surgein the Corona virus that leads to another swiftcampus shut-down and return to onlineinstruction Developing the agility to easily move between oncampus and remote capabilities should be builtinto any response strategy Plans for the next academic year should be linkedto an institutions long term strategy5RESTRICTED DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights reserved.

Gartner’s Point of View for Education’s Recovery Phase Now is the time for institutions/districts to get out of “respond” mode and be very intentional about theirchoices related to learning and the resulting implications for business and technology capabilities Institutions/districts need to quickly develop a “recovery” strategy that focuses on the next 2-3 terms andbridges from their short-term COVID-19 response efforts to their long-term institutional strategy The priority for recovery planning is maintaining maximizing results over the next 6-18 months, but to theextent possible, this plan should also support long-term “renew” eak6RESTRICTED DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights reserved.Time

Recovery Phase ScenariosHigh VirtualCapability*Strategic OnlinePresenceMostly OnlineWorldReopensRollingLockdownBack to Status QuoLow VirtualCapability*7RESTRICTED DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights reserved.Danger Zone*“Virtual Capability”means the ability tooperate remotely,including learning andall other operations.

Relationship with Long-Range “Renew” Strategic PlanningYesDo we haveanestablishedlong-rangestrategy?Sort ofNo8RESTRICTED DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights reserved.Develop recoverystrategy now to alignwith long-rangestrategyDevelop recoverystrategy now,mindful of likely longrange strategyDevelop recoverystrategy now Assumption: The recoverystrategy is an urgent need Guideline: Take advantageof a long-range “renew”strategy if there is one, butdo not let a lack of one delaythe recovery strategy andplan

What is the current state of your recovery strategy?CurrentStateTargetStateNo shared recoverystrategyNo DocumentedRecovery StrategyEach unit or team chooses itsown recovery strategy9RESTRICTED DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights reserved.Top-down recoverystrategy in placeLimited Vague and/or istentlyFollowedThere is an institution/districtwide consensus supporting adocumented recoverystrategy

Use the “Business Model” Framework to structure the recoveryphase Digital Transformation nersSource: GartnerID: 465116 C10RESTRICTED DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights reserved.Faculty & apabilities

Identify the relevant strategic tomerRevenueStructuresProgramsCourse Dev’t& ulty & rce: GartnerID: 465116 C11RESTRICTED DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights iesCollaborationFinanceDecisionSupport

Create a Strategic Technology MapImproves Institutional ROIWhat We Need to DoEconomicGreen LightHot SpotEnablerPeople'sChoiceWhat’s in It for Me?Improves Student/Faculty Experience12RESTRICTED DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights reserved.

Create a Strategic Technology MapShort NameCRMCourse Development PlatformIntegrationCloud Service BrokerageCollaborationTalent ManagementFinance Decision SupportStudent/Faculty Experience Institutional ROI Strategic Importance2232-130-22-2-132111-1211232CRMFinance DecisionCollaborationSupport10-3-2Cloud ServiceBrokerage-10-1-2Integration-313RESTRICTED DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights rm3Strat123

Use the map to identify critical IT sSourcing &VendorManagementSecurity &RiskManagementManageBusinessRelationship &DemandManageEnterpriseArchitectureManage &Analyze ITFinancialsDevelop ManageRelease &DeploymentUnderstandBusinessObjectives & theValue of ITManage ITServices& CatalogManage DataQualityPerformMonitoring &EventManagementProcurementSecure sinessArchitectureManage ITWorkforceManage EndUser DevicesDesign Manage ITPerformance &MetricsProvide ServiceManagementManage DataGovernance &ManagementPerformIncident &ProblemManagementDevelop reManageGovernance,Policy, &StandardsManageSolution Quality& perate Service& ContactCenterManageApplicationArchitectureManage ProjectDeliveryDesign &Develop CI / CDSolutions(DevOps)Manage DataAnalyticsManage andMaintain ITAssets &LicensesManageIdentities,Access owledge,Information, &ContentManage MasterDataProvide &Manage ITService SupportManage ITBusinessContinuity &DisasterRecoveryManage CloudArchitecture /BrokerageManage ITPortfoliosManage DataProvisioningProvision &ManageEnvironmentsManageSecurity ThreatsStrategyDevelopTechnologyStrategyManage eIntegrationArchitectureManageBusinessIntelligence &ReportingManageAutomationArchitectureManage DataScienceEngineeringRESTRICTED DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights reserved.Capabilities identified by Gartner as requiring most focus forCOVID responseManage VendorEnsure Privacy& Supplier& ConfidentialityRelationshipsManageSourcingManage InfoSecurity & RiskGovernance

Use a Business Capability Model to identify where the institutionneeds to adapt to new strategies and technologiesTeaching & LearningManage Prog& CurriculumDesignDev. Course &Prog. ContentDeliver OnLineInstructionDeliver ningOutcomesManageDegrees &CredentialsManageRegistrationMaintain pCourseSchedulesProvideOngoing Crse.FeedbackManageAccreditation tionalPartnersSource CourseContentManage C.E.Progs.Provide ctivitiesManageProspecting aintainBuilding iculateTransferCreditsAward Grants,Scholarships &AidHold Studnt.OrientationManageCampus RetailIssue StudentID and MultiUse CardsProvideStudentHousingManage FoodService & MealPlansResearch15Institutional ManagementManage PreAward ProcessManage PostAward processManageTechnologyTransfersManageAnimal ControlAllocateIndirect CostsManageClinical TrialsMaintain LabCertificationsManageIntellectualProp.RESTRICTED DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights reserved.ReviewConflict iskManagementEconomicAnalysesSupportStudent Healthand Wellness

Digital Transformation Approach: Vision to ExecutionStudentValuePropositionShort NameCRMCourse Development PlatformIntegrationCloud Service BrokerageCollaborationTalent ManagementFinance Decision SupportStudent/Faculty Experience Institutional ROI Strategic l2CRMFinance d gementPlatform3Strat123-2Integration-3Vision andValue prop16Assessment &Use CaseEnablementRESTRICTED DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights reserved.Ecosystems &InvestmentsRoadmap andOrganizationChangeExecution andSupport

Q&A17RESTRICTED DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights reserved.

Gartner at a glance The world's leading research and advisory company, founded in 1979About GartnerCustomerService &SupportFinance Nearly 17,000 associates in 120 offices around the world 4.2B revenue in 2019 40 consecutive quarters of double-digit growth Member of the S&P 500 Deep global business and technology insight into every major function in the enterprise:HumanResourcesClients we serveInformationTechnologyLegal &ComplianceMarketing &CommunicationsProductManagementResearch &DevelopmentSalesStrategy More than 15,000 client enterprises in more than 100 countries C-suite leaders and their teams across all enterprise functions in every industry around the world Enterprises large and small, in public and private sectors, including 77% of the Global 50018Supply ChainRESTRICTED DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights reserved.

Appendix19RESTRICTED DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights reserved.

COVID-19 Planning AssumptionsLikelihood of scenarioTarget dateor term 1:Target dateor term 2:Target dateor term 3:“Still Locked Down” – The threat has not been contained;most lockdown and social distancing rules remain in force%%%“World Reopens” – COVID-19 threat has been adequatelycontained and society enters the “new normal”%%%“Rolling Lockdown” – Periods of contained threat areinterrupted by returns of the virus and associated temporarylockdowns and social distancing; enterprises need to be able tosmoothly and quickly switch back and forth between “newnormal” and “locked down” modes%%%ScenarioEach column should total 100%20RESTRICTED DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights reserved.

BenefitsOutputsStepsApproach for Creating a Digital Technology Strategy1. Envision and Confirm Hypothesis2. Evaluate3. Enable and Execute Determine digital ambition and define a compelling vision Obtain customer andmarket insightsEstablish Digital Maturity baseline Assess impact andvalidate hypothesis(Scale or Pivot) Identify high-levelbusiness needsand ambitions Explore strategic choices (Business opportunities, risks, implications) Define and prioritize opportunities – by evaluating sample use cases Create prototypes (Mock-ups, User Journeys etc.) Vision Guiding principles Value propositions Customer journeys Success criteria & metrics Current stateassessments Conduct gap analysis between current and future Business,Operating and Technology models Develop and prioritize initiatives to bridge gaps and build requiredcapabilities Update Business and IT Strategy & roadmap Build high level investment and business case for Digital Transformation Operationalize strategy by executing roadmap initiatives Manage organizational change — evaluate risks and plan mitigations Target Business Capability Model Target Operating ModelFuturetechnologyprinciples andcapabilities Investment and benefits case High-level initiatives Recommendations and roadmap Demonstrate alignment with enterprise strategy Position the company to respond to customer/market needs Help calibrateDesign target state Business Model, Operating Model and TechnologyModel Risks &mitigationactions ExecutiveSummaryTarget Reference ArchitectureGap assessment Future-proofthe organization for digital disruptionorganization with peers Determine currentmaturityEnvision the Future21Define Vision andDigital ValuePropositionsRESTRICTED DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights reserved.Assess Current StateDevelop Target StateDevelopRecommendationsand Roadmap

ContactsGartnerGartnerGartnerSteven KaplanSenior Managing PartnerEducation Service LineGartner ConsultingPhone: 1 203 316 3963Email: [email protected] Thompson-HaasSenior DirectorEducation Service LineGartner ConsultingPhone: 1 510 541 1029Email: [email protected] RinaldiManaging PartnerNorth American ConsultingGartner ConsultingPhone: 1 512 658-4669Email: [email protected] DISTRIBUTION EngagementNumber Version #1 DayMonthYear 2019 Gartner, Inc. and/or its affiliates. All rights reserved.

Gartner’s Point of View for Education’s Recovery Phase Now is the time for institutions/districts to get out of “ respond ” mode and be very intentional about their choices related to learning and the result