Redesigning a London University’s IT Operating Model to support their latest Digital strategy.

Enfuse helped a top global business school refine its digital strategy and define a target Technology operating model. We identified gaps, explored product-centric options, and set clear transition states. The outcome: executive-approved strategy and a Technology function ready to deliver on digital ambitions.

Highlights

· Independent review of Digital strategy before submission to Vice Chancellor (VC)

· Assessment of the As Is Technology model, including identifying key capabilities and where these sat

· Identified options for a product centric model, noting expected ‘product groups’ and resource profiles

· Identified ‘shadow IT’ roles and budgets sitting outside of Technology

· Target org design completed with clear options defined

· Transition states defined for rollout of the org design

Background

The institution is a globally renowned academic institution, ranked among the top business schools in the world. With a commitment to innovation in education and digital excellence, the business school sought to ensure its technology strategy and operating model fully supported its long-term ambitions in teaching, learning, and operations.

The Challenge

The institution has developed a draft digital strategy, but was conscious this had been done with limited consultation on the broader market and future trends. Furthermore, it was unclear how the strategy would then be delivered by the technology function given challenges identified with its operating model. External help was required to challenge existing thinking (bringing in-sector and out of sector insights); to work collaboratively with the institution on completing the strategy; and to help define a target operating model for Technology that the Technology leadership team were aligned with.

The Enfuse Approach

We worked in parallel on two key areas with the Technology Leadership Team.

• Strategy: We provided subject matter expertise on the strategy to help accelerate and enrich the end output. This included undertaking a detailed review of the current thinking; playing back our own research and insights into the latest relevant trends (for example, on AI in the sector) and helping to write key sections of the document in readiness for VC review.
• Op Model: We ran 1-2-1 interviews and workshops with the Technology Leadership Team to understand the current organisation setup and define a target state which would enable the strategy. This included; consideration of what a product and platform based model would mean from both a Technology and business view point, mapping out key options and transition states, and looking at key capability gaps and how these could be addressed through partners or the stand up of new roles and teams.

Impact

The Digital Strategy was refreshed and successfully agreed with executive leadership. This has helped give the institution confidence in its decision making, including where prioritisation decisions are needed such as on investment for modernisation of key systems, and enrichment of the student experience.

For the Technology op model, there was now a clear target state with transition states, with clear decisions articulated for the CIO. This has led to strategic changes in the Technology function, helping to ensure that Technology is well positioned to deliver on the Digital Strategy

Want to know how we can support your University? Reach out to Jeremy Pauls today.