the transformative it leader: driving business success … rasmussen... · driving business success...
TRANSCRIPT
Curtin University is a trademark of Curtin University of Technology.
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THE TRANSFORMATIVE IT LEADER: DRIVING BUSINESS SUCCESS AND TECHNOLOGICAL INNOVATION Christian Rasmussen, Chief Information Officer - Curtin IT Services, Curtin University
CURTIN 50 Years of Innovation - Founded in 1967
Revenue of $915m in 2016 in a national sector generating $30B annually
Largest single site employer in WA Over 4,000 FTE
Multiple campus and school locations Domestic - Bentley, Perth CBD and Kalgoorlie Overseas - Sarawak and Singapore (and soon Dubai) Delivering courses in China, Mauritius, Sri Lanka and Vietnam
School of Mines - ranked 2nd in the world for Mineral and Mining Engineering
42% of EFSTL are on-line learners
WA’s largest University with over
60,000 enrolled students
Australia’s 7th largest University by total student
numbers
International education is Australia’s largest service export and the nation’s fourth largest export overall – after iron ore, coal and natural gas
.
Curtin is ranked in the top 2% of universities worldwide
Number 10 in Australia in
Academic Ranking of World
Universities
CURTIN IT SERVICES (CITS) Overview
CITS Team Headcount over 300
Largest single site wireless network in WA
15TB of internet data traffic daily
Over 1100 virtual servers
5.3PB of raw storage
683 Audio Visual enabled spaces
12 Cloud & Managed Services
THE JOURNEY IS UPON US Industry Disruption
The University is being redefined from the
outside 49 Staff but 4M Assessments
Didn’t exist 15 years ago, 800,000 current students, Bill Clinton as Chancellor, already acquired 13 Asia Pacific campuses.
Raising $500M to transform learning and attract researchers
The Journey is a Race
Educate more with less
CURTIN’S TRANSFORMATION
Multiple Fronts At Once
• Meeting Student Expectations
• New Teaching Models and Approaches
• University Partnerships
• Industry Partnerships
• Research Growth & International Rankings
• Attracting ‘Rock-Star’ Researchers
• Research Collaboration (Domestic & International)
• Innovation Projects
• Operational Efficiency
• Becoming more business like
THE IT CHALLENGE WE FACE
Disrupting Ourselves
Enable the University strategy & plans
Support increased digital technology in teaching and research
Facilitate and lead innovation & experimentation
Make Curtin more efficient
Transition IT skills and services to meet current and future needs
Deal with digital disruption and increasing student expectations
Do more with less $ and staff
Don’t break what we already do well (nor complacent)
KEY ELEMENTS FOR DIGITAL TRANSFORMATION
Views on what's important for transformation success
Strategy • Improve customer experience
• Radically streamline process to save cost
• Stand up new data driven platform businesses
Organisation • Implementing agile processes enables broader enterprise transformation
(agile network management not matrix management)
Technology Infrastructure • Invest in value-adding technology infrastructure
….Then set a clear vision and communicate like crazy
Source: McKinsey & Company
WHAT ARE WE DOING ABOUT IT?
Our Approach
• Better Engagement with Stakeholders
Partner with our customers & communicate
• Develop the Digital Futures Program Deliver front line solutions (Outside In)
• Continuous Service Improvement Don’t assume your customers are getting what they need or want – always check your own performance
• Better leverage and manage external providers Build capability in negotiating contracts, manage the relationship, and make sure you are optimising value
• Uplift Security The more you put on-line the bigger the target you become
• IT Transformation Define the destination (capability & skills are key) and start moving even if the path is not clear
• Digital Agenda Link it all together and have an agreed roadmap
• Don’t forget Governance We can’t fix everything for everybody – make the customer set the priority
WHAT ARE WE DOING ABOUT IT?
Our Approach – The focus areas for this presentation
• Better Engagement with Stakeholders Partner with our customers & communicate
• Develop the Digital Futures Program Deliver front line solutions (Outside In)
• Continuous Service Improvement Don’t assume your customers are getting what they need or want – always check your own performance
• IT Transformation Define the destination (capability & skills are key) and start moving even if the path is not clear
–
THE JOURNEY BEGAN WITH CONFLICTING VIEWS
Challenge To Agree The Right Path
• Pool of funds for transformation
• Pressure to deliver something that wasn’t needed & couldn’t be done
• View by some that we just need to ‘get on with it’
• Capability assessment
• Engaging organisational change & communication specialists
• Plugging other capability holes with temporary external resources
• Defining where we needed to get to as a team (as we knew it then)
• Planning a process to get there in 3 Phases for the IT team
THE JOURNEY BEGAN WITH CONFLICTING VIEWS
Challenge To Agree The Right Path
• Defining a program of work to enable the then Curtin Strategy
• Understanding our customer needs
• Looking at industry leaders & to see where we could do better
• Identify low hanging fruit and take action
• Sell the vision
https://youtu.be/U6lION7fXIM
THE JOURNEY SO FAR Continuous Change And Progress
Transforming Central IT – Phase I • Capability Optimisation • Designing the high level structure • Plugging some more capability gaps
Digital Futures Program (Originally TCIT) – Understanding & Solution • Engage, plan, seek feedback and repeat
• Seed the conversation about what is possible and needed
• Lead and shape the solution, but don’t own the business problem
Service Improvements – First Steps • Start with the process – not the tools
• Define what you do and how much it costs – can’t manage or defend what you don’t understand
THE JOURNEY SO FAR Continuous Change And Progress
Transforming Central IT – Phase I • Capability Optimisation • Designing the high level structure • Plugging some more capability gaps
Digital Futures Program (Originally TCIT) – Understanding & Solution • Engage, plan, seek feedback and repeat
• Seed the conversation about what is possible and needed
• Lead and shape the solution, but don’t own the business problem
Service Improvements – First Steps • Start with the process – not the tools
• Define what you do and how much it costs – can’t manage or defend what you don’t understand
THE JOURNEY SO FAR
Continuous Change And Progress
Transforming Central IT – Phase II • Implementing the new high level structure & re-align the teams within
• Recruited a new leadership team – form, storm, and norm
• New leadership team define Phase III – focus on capability and service model
• Plugging some more capability gaps
Digital Futures Program – Approval • Assist the business to prioritise, not enough $ to do it all
• Present to executive, take feedback, update & repeat until you succeed
Service Improvements – Tackle the basics • Develop a plan for engaging your stakeholders
• Further develop and refine the Service Catalogue and associated Clear Cost data
• Look for quick wins
THE JOURNEY SO FAR
Continuous Change And Progress
Transforming Central IT – Phase II • Implementing the new high level structure & re-align the teams within
• Recruited a new leadership team – form, storm, and norm
• New leadership team define Phase III – focus on capability and service model
• Plugging some more capability gaps
Digital Futures Program – Approval • Assist the business to prioritise, not enough $ to do it all
• Present to executive, take feedback, update & repeat until you succeed
Service Improvements – Tackle the basics • Develop a plan for engaging your stakeholders
• Further develop and refine the Service Catalogue and associated Clear Cost data
• Look for quick wins
WHERE ARE WE NOW Continuous Change And Progress
Transforming Central IT – Phase III • ‘Bedding down’ the new teams and making minor adjustments
• Focus on skills, capabilities and service model we need for the future
• Looking at partnering models, managed services and outsourcing options
Digital Futures Program – Delivery • Implementing key infrastructure & enabling platforms
• Delivering over a dozen large projects across 4 business led streams
• Annual review of objectives, regular monitoring, and evolving of plans based on need
• Get the governance right
Service Improvements – Sustaining and looking for opportunities • New Enterprise Management platform
• Bringing in and aligning with associated areas on service and support
• Sharing our experience and assisting other internal areas to mature
• Continued focus on improving our own internal ways of working
DESIGN THINKING One Of A Number Of Approaches We Are Developing Capability In
EMPATHISE
DEFINE
IDEATE
PROTOTYPE
TEST
WHERE ARE WE NOW Continuous Change And Progress
Transforming Central IT – Phase III • ‘Bedding down’ the new teams and making minor adjustments
• Focus on skills, capabilities and service model we need for the future
• Looking at partnering models, managed services and outsourcing options
Digital Futures Program – Delivery • Implementing key infrastructure & enabling platforms
• Delivering over a dozen large projects across 4 business led streams
• Annual review of objectives, regular monitoring, and evolving of plans based on need
• Get the governance right
Service Improvements – Sustaining and looking for opportunities • New Enterprise Management platform
• Bringing in and aligning with associated areas on service and support
• Sharing our experience and assisting other internal areas to mature
• Continued focus on improving our own internal ways of working
REFLECTING BACK ON THE JOURNEY…
We’ve Come A Long Way In 4 Years, But The Journey Continues To Evolve
• Listening to the business more attentively and responding more positively … Moving from a culture that says “No – we don’t think you should do that” to one that says “Yes, let me help you achieve that in a way that’s safe”…
• Significant new, and ongoing, investment in: • The way we engage and align to enable business outcomes • Skills transformation and capability uplift • Agile approaches and Design Thinking • Information security and risk awareness • Enterprise architecture and solution design • Project, program and portfolio management • Procurement and supplier management • Data integration • Service management & delivery – ITIL is not the answer
• Moving from year-by-year budgeting to longer-term planned budgeting …
WHERE TO NEXT? The Journey Never Ends
• Continued focus on improving our capability and service model
• Improve speed and agility
• Finalise our Workforce Plan
• Develop a Digital Agenda & Roadmap to support our 2017-20 Strategy
• Finalising our Security Strategy
• Plugging some more capability gaps
• Digital Futures Program – Continued delivery of key projects
• Looking for ways to make the University more efficient
• More innovation initiatives with Cisco and other partners