A university removes organisational barriers to create an environment of greater collaboration between departments and commits to a critical digital transformation programme.
Educating over 9,000 full-time students and with a workforce of 2,500 full-time and 1,500 casual staff, a leading university was reliant on its student and staff ID cards for many critical functions across multiple departments. The card’s eco system had organically grown over time, with 15,000 live cards being used across at least nine departments, on thirteen technology platforms and to carry out thirteen core jobs. The legacy system was unsustainable and needed to be replaced. However, there was no common understanding to how this should be done. Strasys was asked to help and get the commitment to change.
The Strasys approach
To achieve a collective decision, it is critical to have an open conversation across an organisation that addresses cognitive biases, but also identifies that a common higher purpose that binds people.
Working with the senior leadership team across the organisation, Strasys mapped out the current situation, opportunities and challenges. Combining observational and quantitative analysis, a series of options were identified. This formed the basis of constructive and open dialogue. Through a series of design and engagement sessions this was further refined, commitment gained, and a consistent view of the way forward agreed with all stakeholders.
The key to the success of the programme was listening without judgement the concerns and ideas of the various stakeholders. Linking this to the objectives of the organisation enabled stakeholders to see how the proposed solution and roadmap would benefit all and where calculated compromises were needed.
The outcome was a report with a roadmap, a series of recommendations on how to deliver and the executive managed to get the commitment change. The suggested governance and ownership model was implemented by the university, giving centralised control of the college card and it’s functions. The university was able to issue a consistent future proofed solution to staff and all new students the following term.