The Challenge Is Institutional: Merging Customer Needs With New Operating Realities
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Slides from my plenary talk at the Institutional Web Management Workshop 2015 (#IWMW15), "Beyond Digital: Transforming the Institution"
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The Challenge Is Institutional: Merging Customer Needs With New Operating Realities
- 1. The Challenge is Institutional: Merging Customer Needs with New Operating Realities Mike McConnell University of Aberdeen
- 2. Why You Don’t Need a New Website Mike McConnell University of Aberdeen
- 3. Why You Don’t Just Need a New Website Mike McConnell University of Aberdeen
- 5. We’re implementing a new CMS!! We’re half way through a branding exercise! We’re going responsive! (on the top level pages) We’re implementing a new CMS, also!! We’re going to Terminal 4! We’re leaving Terminal 4! We’ve got a new IA! We’re merging Squiz with Google appliance thingy! I used to be creative! Trying Agile! (with Prince 2) Templates! jQuery! SiteImprove! Cluck cluck cluck!
- 6. Why You Don’t Need a New Website Project Mike McConnell University of Aberdeen
- 9. www.abdn.ac.uk Our big fat web project • 18 months! • New CMS! • 6 developers! • Committees! • PRINCE 2! • Colleges! Schools! Marketing! Etc! • Horse-trading! • Fights! • Ennui! Despair! Self-loathing! • Committees! • Committees!
- 10. www.abdn.ac.uk Our big fat web project Yes! No! Single template Content authors Content managed Content strategy Universal navigation Brand and ‘message’ Uniform design Analytics, metrics, user data Highly customisable Customer focus Changes can be applied globally Social media Easy to use for non technical authors Capture of customer data Controlled and secure Strategic development
- 11. www.abdn.ac.uk Our big fat web project Yes! No! Single template Content authors Content managed Content strategy Universal navigation Brand and ‘message’ Uniform design Analytics, metrics, user data Highly customisable Customer focus Changes can be applied globally Social media Easy to use for non technical authors Capture of customer data Controlled and secure Strategic development
- 13. It’s not your fault Blame
- 14. Why Don’t You Switch Off Your Webserver and Go Out and Do Something Less Boring Instead Mike McConnell University of Aberdeen
- 15. Carpe Diem Mike McConnell University of Aberdeen
- 19. www.abdn.ac.uk Digital Strategy Group “To provide high level direction for the delivery and resourcing of the University’s digital engagement, including the production of an overall digital strategy”
- 25. www.abdn.ac.uk Invitation to Tender …to define a digital vision for the University of Aberdeen; to ensure that this is embedded in University strategy, and to help assess what people, systems and processes are necessary to deliver this vision
- 26. www.abdn.ac.uk Proposed stages 1. Discovery: understand current capabilities and activities; market and customer analysis 2. Vision - identify opportunities and strategic aims; prioritise ideas; research these with target groups; develop an operating model 3. Planning: produce a high level business plan with options and recommendations
- 27. www.abdn.ac.uk Proposed stages 1. Discovery: Where we’re at 2. Vision: Where we want to be 3. Planning: How we get there
- 28. www.abdn.ac.uk Responses • 17 bids • Great variance in cost 18K-300K • Great variance in activities and outputs • 2 types of response: • digital design agencies • enterprise architecture approaches Precedent/KPMG appointed
- 30. www.abdn.ac.uk The Magical Pyramid of Digital Loveliness
- 34. 1. Discovery
- 35. www.abdn.ac.uk Discovery • 5 week process • 7 one-to-one interviews • 8 Group Workshops • Over 100 staff involved • Market and customer analysis • Decide focus areas (scope) • 192 page report
- 36. www.abdn.ac.uk Discovery - internal • Many different systems • Many with usability issues • Paper-based / manual processes • Different processes required by different sections • Lack of unified CRM • Under-utilisation of applications • Lack of Management Information • Massive current effort to upgrade university back office systems (ERP) absorbs most available change capacity
- 37. www.abdn.ac.uk Discovery - external • aged design • > 36,000 pages • findability issues • calls to action unclear • mobile unfriendly • explaining site, not a selling site • struggles to promote • struggles to show-off • struggles to attract
- 38. www.abdn.ac.uk Discovery – sector comparison • promoting the University - poor • attracting research - OK/poor • celebrating academics - mixed OK/poor • being international - poor • partnering with business - OK • recruiting students - poor • social and community outreach - none
- 39. Clunky
- 41. www.abdn.ac.uk Scoping Evaluation criteria Weighting Level of Waste/Inefficiency/Lost Income (£ pa) 10 Student and Other Stakeholder Engagement 30 Stakeholder satisfaction with Service Delivery 30 Uptake/Adoption of Digital Culture 15 The Development of a Differentiating Brand 15
- 43. www.abdn.ac.uk Priority focus areas • Undergraduate (UG) Admissions • Postgraduate Taught (PGT) Admissions • Student Learning Experience
- 44. 2. Vision
- 45. www.abdn.ac.uk Vision • 5 week process • 3 further workshops aligned with priority focus areas • Digital Forum • 50 page report
- 46. www.abdn.ac.uk Vision - Target Operating Model
- 47. www.abdn.ac.uk Vision - Target Operating Model
- 50. Digital Forum
- 51. www.abdn.ac.uk Vision – Digital forum • 2 days • 100 staff • 4 customer experience maps
- 52. www.abdn.ac.uk Vision - Focus areas mapped Undergraduate (UG) Admissions: • Acquiring, Admitting and Welcoming, Home & International UG students Postgraduate Taught (PGT) Admissions • Acquiring, Admitting and Welcoming, Home & International PGT students Student Learning Experience • Learning Management • Freeing up the Academics’ year to Teach and Research more
- 53. Digital Team
- 54. www.abdn.ac.uk Vision – Restructured digital team(s)
- 55. www.abdn.ac.uk Vision – Team roles • Digital copywriting • User experience designers • Digital visual designers • Front-end developers • Instructional designers • Instructional developers • Digital project managers • Analytics analysts • Social community manager
- 56. 3. Planning
- 57. www.abdn.ac.uk Planning • 108 page report • 4 Customer Experience Maps • 10 Outline Business Cases • Implementation Plan
- 59. www.abdn.ac.uk Outline Business Cases (OBCs) • issue and context • a summary explanation of proposed solution • high level view of indicative costs and timescales • summary of all identifiable risk, issues and dependencies, including mitigation/resolution activity • indicative benefits realisation timescales where apparent
- 60. www.abdn.ac.uk Planning - OBCs 1. Identify & acquire best in class Student Records System 2. Procure a single end-to-end CRM system 3. Develop a new digital customer interface for the CRM 4. Develop improved management information 5. Enhance access to pastoral and administrative support 6. Improve / consolidate VLE functionality 7. Improve admissions processes 8. Improve web presence and the use of social engagement 9. Consolidate and improve digital capability 10. Improve the coordination and management of change
- 62. Next steps
- 63. Next steps ©
- 65. www.abdn.ac.uk 6 months • Present to University Management Group • Governance structure approved and in place • Digital Strategy Programme Manager in place, with administrative support • Head of Experience (or equivalent) identified • Communications strategy (Internal) • Map current activities / resources / roles • Identify quick wins
- 66. serendipity [ser-uh n-dip-i-tee] 1. an aptitude for making desirable discoveries by accident. 2. good fortune; luck.
- 68. www.abdn.ac.uk Business Improvement …to facilitate and catalyse, remove barriers, and help groups work better together, with the overall aim of improving the university for students, staff and other partners.
- 69. www.abdn.ac.uk External Relations • Director of External Relations • Head of Marketing • 2 x Digital Communications Officers • 3 x Digital Marketing Officers • 1 x Social Media Marketing Officer • 3 x College Marketing Officers • 2 x Marketing Officers • 1 x Internal Comms Officer
- 71. www.abdn.ac.uk The Magical Pyramid of Digital Loveliness
- 72. www.abdn.ac.uk The All-Seeing Eye of Digital Engagement
- 73. www.abdn.ac.uk Conclusion Web Something that the University has: • a website/marketing channel • a web team Dealt with by specialists Digital Something that the University is: • services delivered digitally by default • a seamless customer experience across multiple channels • all parts of the institution will be digital as integral part of how they work
- 76. www.abdn.ac.uk Picture credits • “Happy chicken” by Martin Abegglen https://www.flickr.com/photos/twicepix/2209931934 Creative Commons • “Queensferry Crossing” by John Sim https://www.flickr.com/photos/jtsretired/17783107652 Used with explicit permission, all rights reserved • Iceberg https://search.creativecommons.org/ Creative Commons Committee Marketoonist.com Used without permission • Retro clock http://www.houzz.co.uk/photos/5154089/retro-digital-flip-clock-red-contemporary-clocks Used without permission • All seeing eye Licensed under Public Domain via Wikimedia Commons https://commons.wikimedia.org/wiki/File:Dollarnote_siegel_hq.jpg#/media/File:Dollarnote_s iegel_hq.jpg • Question chicken https://pixabay.com/ Creative Commons
- 77. The End
Hinweis der Redaktion
- An alternative title for this presentation might be ‘Why You Don’t Need a New Website’
- Or perhaps, ‘Why You Don’t Just Need a New Website’
- I want you to imagine you are chickens at the annual ‘Institutional Web Management Chicken Conference’
- You are in a plenary and have been asked to introduce yourselves. These are the sorts of things you typically say. Everyone is engaged in some form of web project; CMS project; branding exercise, or a horrible conflation of the three
- So the real title is maybe, ‘Why You Don’t Need a New Website Project’
- We are always maintaining the old Forth Bridge, which is no longer fit for purpose whilst embroiled in a massive project to create a new bridge, which, by the time it is delivered will also not be fit for purpose
- But University websites are simply symptoms of a larger problem
- How do I know this? Well, we have been through the same process more than once
- Our project delivered a lot of good things, but did not fix a lot of core problems
- In essence, it fixed the system issues, but did not fix the institutional culture – the people and the processes behind the website
- So the problems with your website are symptomatic of wider institutional issues
- So the real title is maybe ‘Why Don’t You Switch Off Your Webserver and Go Out and Do Something Less Boring Instead’. Do something different to address these issues
- You need to grasp the opportunities that come your way
- But what opportunities are there?
- At the University of Aberdeen, we realised that there was all this other digital ‘stuff’ happening but no overarching strategy, plan or direction
- We formed a committee to address this
- The committee, the Digital Strategy Group, had a remit, but at first we were at a loss to get across to its members the scale of the digital challenge
- Until we saw a proof-of-concept student lifecycle personalised web experience from PwC
- I don’t have slides of this but it was very similar to the ideas laid out in Precedent’s report, ‘The Digital Campus’
- This slide shows an omni-channel view of the student lifecycle. Senior Management (SMT) start realise the business processes, departments and people behind the digital front end
- Newly enlightened, we went to tender
- An excerpt from the tender which identifies the key elements
- We proposed these three stages
- Which could be summarised thus
- We had a good response; typically two types. Precedent/KPMG were unique in offering front-end/customer digital insight with backend enterprise architecture
- This was beautifully encapsulated in this pyramid
- Every customer-facing digital development must be supported by a suitable business process or group
- Turning our iceberg sideways
- Precedent/KPMG responded to our proposed stages and suggested outputs at the end of each
- They suggested we look at the potential of digital across our entire operation, but following the Discovery, focus on three key areas. Those abover are for illustration only
- The discovery stage looked at our entire operations from within and without; ie, from staff and customer points of view
- The internal findings were pretty damning
- The external findings were pretty damning
- Our benchmarking in the sector was pretty poor
- Precedent/KPMG summarised our entire digital estate in one word, ‘Clunky’. This word was used time and again by participants
- Precedent/KPMG prepared this array of screenshots of our multiple systems to illustrate how clunky the customer experience is
- To decide the three areas of scope (ref slide 33) we produced evaluation criteria for each issue identified, which gave us a weighted total out of 100
- We used a prioritisation framework to weight each issue
- The focus areas that attracted the most weighting
- Armed with these we began the vision stage
- The vision stage was an intense process over 5 weeks
- It identified a Target Operating Model (TOM) for the institution
- Key to this were the missing elements of people and process
- The vision stage also produced a Digital Implementation Map, ie, things we needed to do to deliver our vision
- This presentation discusses two of these
- Our digital forum involved 100 staff working on customer experience (CX) maps for the our focus areas. Staff were extremely enthusiastic and engaged, perhaps to our surprise
- We mapped the focus areas to these four CX maps. Further detail is provided later
- Precedent/KPMG proposed significant changes to how we organise ourselves around digital
- They proposed an entirely new role, a ‘Director of Experience’. Marketing, development and pedagogic staff report to this person, with input from appropriate academic and administrative experts. Governance is provided by the Digital Strategy Group and a complementary Digital Teaching & Learning Group
- Precedent/KPMG suggested we might need to recruit some/all of the following roles to support this
- The planning stage formalised the CX maps; proposed 10 business cases that would be required to underwrite these, and suggested an aggressive implementation plan
- This is a screen shot from the first page of one of the CX maps. It charts the stages of the PG student journey, noting customer activity, needs, influencers and current and ideal satisfaction levels. It then notes the process, people and system changes the University needs to make in order to achieve the ideal future state customer satisfaction level and relates these to the ten business cases
- Each business case included these elements
- The ten business cases. Many of these were very controversial to the University and there was a degree of defensiveness exhibited in many quarters
- The implementation schedule was extremely aggressive and again, some members of the project board were sceptical that this could be affected. Precedent/KPMG were however willing to contract on the basis of these timescales
- The University project board was concerned that the University might consider the recommendations too radical and have spent considerable time thinking about how to present the message and the associated investment required
- The current funding context is especially challenging
- The proposed steps for the next few months
- There were significant activities ongoing in the University prior to the consultation that have aided our transformation
- We have a huge enterprise resource planning project, OneSource, which covers many of the key enterprise people, process and system changes required
- We have a Business Improvement team who are expert at identifying and managing change. This team is skilled in Kaizen, Six Sigma, Lean etc.
- We have recently established a new Directorate of External Relations and recruited a huge team of digital-savvy (non developer) staff
- We hope this process will bring us from the iceberg problem…
- through the pyramid…
- …to be a truly digital first institution
- This is neatly summarised by Rob Van Tol from Precedent
- My contact details