What is Digital Transformation?

What is Digital Transformation?

Because of sweeping economic, social, technological, and demographic changes, UVU will be undergoing digital transformation (Dx). UVU's Digital Transformation Task Force defines digital transformation as the process of applying technology to fundamentally change how organizations operate and provide value to those served. At its core, Dx is a series of shifts in culture, workforce, and technology. The goal of these changes is to transform UVU's institutional operations, strategic directions, and value propositions with new models of education and operation.

What are the expectations?

What are the expectations?

The new VP of Digital Transformation and CIO will guide UVU in this effort with many of the recommendations listed already underway. Think about what you can do as an IT staff member to help accomplish the goals as outlined.

Visit Kelly's personal blog to learn more about his thoughts on digital transformation.

Recommendations from the Digital Transformation Task Force

In January 2019, President Tuminez charged a task force with exploring how UVU could transform itself over the coming years to provide more productive and cost-effective education in alignment with the university mission.

In April 2019, the task force delivered UVU's Digital Transformation Task Force Report summarized in 6.1 through 6.10.

6.1 Common Enterprise Platforms

  • Commit to a limited number of key enterprise systems and reduce the number of other systems that duplicate their functionality.
  • Promote the use of these key systems (especially ERP and CRM) by branding them, explaining why they were chosen, providing training and support, and rewarding people for using them.

6.2 Communications

  • Approve and disseminate best practices for written communications, web postings, social media, and meetings.
  • Implement standard communication tools. Provide training, guidance, and governance for their use.
  • Review and improve meeting culture. Implement best practices for meeting form and function.
  • Study how students communicate and use their preferred methods.

6.3 Information-Driven Decision-Making

  • Establish an information management program that appropriately governs the availability and accessibility of information. Protect privacy and security while increasing the access to and the use of data in decision-making.
  • Provide clear definitions for all institutional data (a data dictionary).
  • Identify meaningful metrics for measuring success across the institution.

6.4 Learning Platforms and Spaces

  • Improve faculty’s instructional design and delivery.
  • Increase student use of Canvas and related tools.
  • Use technology to improve administrative and instructional processes. Incentivize better cooperation between central IT and Academic IT.
  • Improve the classroom scheduling process through data analysis and automation.
  • Prepare more classrooms and shared/group spaces with appropriate technologies to enhance learning.

6.5 Business Process Analysis

  • Compare existing processes and workflows against new solutions to ensure that UVU's best practices are efficient and effective.
  • Ensure that new technologies and processes can and will be adopted. Promote new best practices by sharing what makes the new better than the old.
  • Consult technology and business experts in the development of technology-enhanced business processes.

6.6 Governance

  • Place the top IT leader at the cabinet level. Implement shared governance over technology investments and improve transparency in the IT project designation process.
  • Develop and circulate an annually approved IT strategic plan. Align all IT groups across campus toward common, digital transformation-oriented goals. Set standards and guidelines related to how systems and integrations are selected and implemented.

6.7 Digital Workflow

  • Automate, simplify, and leverage data collection through improved workflows, processes, and systems.
  • Implement automated BOTs with artificial intelligence capabilities to perform simple and repetitive tasks, and to respond to requests made by students, staff, and faculty. Complete any pilot projects related to enterprise BOTs. Use the results of the pilot projects to create a campus-wide standard.

6.8 Talent Management

  • Encourage and enable faculty and staff to adopt new technologies. Encourage and enable technical staff to support new technologies.
  • Perform a gap analysis for current technical skills versus those needed to support a digitally transformed institution. Develop a talent/skill management program to enhance and develop the skills needed.

6.9 Cloud Migration Strategy

  • Develop and publish a strategic cloud migration roadmap using guidance from existing campus groups. Apply appropriate cloud migration evaluation criteria based on technical and financial feasibility and user experience requirements. Provide documentation to support decisions to move or not to move to the cloud for each enterprise service.

6.10 Other Specific Areas for Consideration

  • Develop awareness and understanding of the impact and requirements of cutting-edge artificial intelligence capabilities as they arise.
  • Ensure institutional assets, including data and equipment, are protected by using appropriate technologies and processes.
  • Develop a partnership with Qualtrics and Canvas to enhance data gathering and the student experience. Consider carefully the capabilities, effectiveness, and costs of the current system, and use these in evaluating options to replace Banner, either unilaterally or as a statewide group.
  • Develop and implement principles to simplify onboarding for students and employees and at all levels of the institution.
  • Embrace innovation throughout the institution by using ideas from the entire campus community, partnering with groups focused on higher education innovation, and always using open standards to enhance interoperability.