Over the past two years, The Australian National University (ANU) has introduced a range of improvement initiatives designed enhance administrative services to better support teaching and research outcomes.
In 2014, ANU began their transformation journey with the roll-out of automated and standardised travel processes across the university. From there, digitalisation of processes became a core focus of their transformation project, and in 2015 Intelledox Digital Transformation Centre was established to improve efficiency and service delivery by digitising processes across functions.
“We started with a list of about 170 key end-to-end processes that were identified by our academics and our administrative communities as being high pain-point processes. Over the last 20 months we have digitised over 22 per cent of those processes,” says Lakshmi West, Director, Intelledox Digital Transformation Centre at ANU.
While the journey to date has not been without challenges, ANU is set to realise some big wins over the next couple years as a direct result of standardisation of processes and improved data quality and reporting.
“In July 2016 we had an independent audit done by a third party management audit team over a six month period to find out what the net benefits of digital transformation can be. The result is we achieve over $6.1 million of net benefit over the next seven years for the work we have done to date,” says Lakshmi.
So what strategies are Lakshmi and her team using to ensure successful process improvement throughout the university? And, more importantly, what steps are they taking to engage academics and stakeholders in the journey to ensure ROI?
Ahead of Higher Education Services Transformation 2016, Lakshmi shares how ANU built the business case for transformation, the core tools they are using to roll-out digital process improvements function by function and the key lessons other universities can learn from their journey to date.
Proof of concept: justifying the case for transformation
“ANU’s transformation journey began in 2014 when we were given a donation from two alumni who own a company called Intelledox, which provided us with software and perpetual licensing that allows data integration.
To prove that the technology and transformation would work at the University, in 2014 I project managed a small team of people to digitise, streamline and automate the travel approval process across the University. At the time, we had over 10 independent paper based forms and there was no standardised process.
We used Intelledox to roll-out digital transformation of travel approval and it was a major transformation – not only did we streamline and simplify the process, we also standardised it. We also integrated this process within the Finance system, the HR system, DFAT, Electronic Records Management and the data warehouse.
This initial project changed practices. For example, administrators used to make travel arrangements on behalf of academics. We made the strategic decision that academics were to become responsible for their own travel, so the administrator was removed from the process.
The automated travel process was a proof of concept to demonstrate we could successfully digitally transform a process at the University. The aim was to show the academic community and the ANU at large that by accepting the donation from Intelledox, transformation would actually work in practice and not only in theory.
We have had many failed IT business transformation projects at ANU in the past. Even travel had two failed attempts before we picked it up. It was therefore important we could show digital transformation could work to gain the trust of the university community.
Based on feedback and research from administrative services surveys, travel approval was the most bureaucratic process and a big pain point for academics. Since the project went in 2014, we have had about 30,000 travel approvals that have been initiated through this new digitally transformed process.
Off the success of that project, we created the Intelledox Digital Transformation Centre in 2015 with the aim to digitalise approximately 170 key end-to-end processes that were identified as pain-points by our academics and administrative community.
It has been a rapid journey starting the Centre. We started with travel, but we have since expanded our scope. Our approach was to transform function by function. For example, transform HR and find out as much as we could in a six to nine month block of transforming their processes and rolling-out those c hanges. The next step was then moving into the student space and making changes in a six to nine month block as well.”
Read the remaining case study here to further learn about how ANU is:
- Rolling-out digital process improvements function by function
- Engaging academics and end-users to ensure successful transformation
- Learning from past mistakes to drive successful organisational-wide transformation
If you found this blog post interesting, you might also like to check out the Higher Education Services Transformation Agenda here
For more information visit www.highered-servicestransformation.com.au or call +61 2 9229 1000 or email email@example.com