“A digital transformation in higher education is possible, if the digital transformation is measured and methodically planned.”
ABSTRACT A digital society requires both a shift and roadmap on how data, information, knowledge, communication, and degrees reach a world-‐wide audience. In order to shift and measure against a digital roadmap, a Digital Transformation Index (DTI) is used to identify how well the transformation is progressing.
Oral Roberts University Michael L Mathews
Digital Transformation Index (DTI)
Oral Roberts University
Proprietary and Confidential
Michael L. Mathews, Oral Roberts University – Mmathews@oru.edu
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Oral Roberts University Digital Transformation Index Content Success Metrics Description of Measures
Target
2014 Actual DTI
2015 Actual DTI
2016 Actual DTI
Goal
DTI
1. % of students and faculty using the learning management system (D2L) 2. % of content that can be accessed globally via mobile phone
100% 100%
10 10
45% 40%
5 4
75% 55%
7 5.5
100% 90%
10 9
3. % of systems having Single-‐Sign-‐On capability
100%
10
0%
0
50%
5
90%
9
4. % of systems auto-‐integrated to the (SIS) system of record
100%
10
20%
2
60%
6
90
9
5. % of data that can be auto-‐transfer between the SIS/LMS/ePortfolio systems. 6. % of students, staff, faculty, students convinced 90% of their job/tasks can be done from any location in the world. 7. % of Faculty who no longer need to use the ERP system and can see the LMS as the system of reference for them. 8. # of LMS courses meeting ADA compliance 9. % of student retention freshman to sophomore 10. Mobile access to top five faculty-‐to-‐student engagements 11. One annual ‘signature’ paradigm shifting digital transformation to improve student and faculty digital adoption. 12. 10% annual student enrollment growth for traditional and online 13. Increase in revenue to employee ratio 14. 20% better IT performance over EDUCAUSE Core Data Avg. University 15. Ability to select vendors able to provide a piece of the digital roadmap.
100% 100%
10 10
35% 10%
3.5 1
65% 50%
6.5 5
95% 100%
9.5 10
100%
10
5%
.5
40%
4
100%
10
100% 90% 100% 1
10 10 10 10
50% 75% 25% 0
5 7.5 2.5 0
100% 80% 7% 1
10 9 7.5 10
100% 80% 100% 2
10 9 10 20
10% 20% 20% Yes
10 10 10 Yes
8% 0 0% No
8 0 0 0
15% 10% 10% 50%
10 5 5 5
20% 20% 20% Yes
10 10 10 10
16. Number of vendors providing digital solutions that align with ORU vision 17. % of IT operations shifted toward the cloud. 18. # of annual ORU higher education articles published demonstrating its digital strategy is recognized by leading publications/articles. 19. Win national awards demonstrating new Digital value compared to peers 20. % of key stakeholders embracing digital transformation 21. Non-‐central IT grants or donation towards digital transformation initiatives exceeding 10% of annual revenue. 22. Digital system ability to process prospects <24-‐hrs anywhere in the world
6 50% 10
10 10 10
2 10% 2
2 0 2
6 25% 10
9 2.5 10
6 50% 20
10 10 10
2 per year 50% 10% of revenue 24hrs
10 10 10
0 25% 0%
0 5 0
2 50% 5%
10 10 10
3 75% 10%
10 15 10
10
144
0
72
3
12
10
50%
10
10%
0
25%
2.5
50%
10
9
10
5
6
8
9
9
10
99.999%
10
94%
5
99.995%
8
99.999%
10
Yes
10
No
0
Yes
10
yes
10
59
184
260
23. Centralized online digital concierge service for all IT related services 24. End user stakeholders user satisfaction survey reaches a score > 9 out of 10 25. 99.999% uptime of all student record related systems and networks (1)
26. A vendor decision making process is leveraged to streamline all decisions
Total Digital Transformation Composite Score 240 (1) ORU uses The Tambellini Group Peertelligent™ Vendor and Peer Management Decision Making Process.
Proprietary and Confidential
Michael L. Mathews, Oral Roberts University -‐ Mmathews@oru.edu