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

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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

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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

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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

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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

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Breadth of Digitalisation

Digital Can Reshape the Modern Enterprise

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• 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

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UoA’s Assumptive Student Journey Map

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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

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DSD Benefits

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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

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• 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

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Questions?