THE TRANSFORMATIVE IT LEADER: DRIVING BUSINESS SUCCESS AND TECHNOLOGICAL INNOVATION Christian Rasmussen, Chief Information Officer - Curtin IT Services, Curtin University Curtin University is a trademark of Curtin University of Technology. CRICOS Provider Code 00301J
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 2 nd 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 7 th largest University by total student numbers Number 10 in Australia in Academic Ranking of World Universities 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
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 Educate more with less 49 Staff but 4M Assessments The University is being redefined from the outside 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
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
VIDEO Communicating 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
CITS TRANSFORMATION PROPOSAL 3 Phase Approach
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
WHAT WAS THE STUDENT DIGITAL EXPERIENCE? Understanding Our Customers To Shape The Journey
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 IDEATE DEFINE 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
QUESTIONS? Thank You For Listening! You have your way. I have my way. As for the right way, the correct way, and the only way, it does not exist. Friedrich Nietzsche