OREGON STATE UNIVERSITY
“ There were components of OSU services that were best in class , such as our online educational programmes . But in terms of our business processes , there were instances where students still needed to complete things on paper because they weren ’ t digitised .
“ When I joined , the first thing I did was to fully engage the entire OSU IT team to be fully aligned and on board with the transformation initiatives we were going to put in place . It ’ s so important to start with a deliberate and shared vision as the core of the digital enablement process .”
Getting everyone aligned with a singular vision may sound easier than it is in practice , particularly at higher ed institutions like OSU where not everybody dealing in IT has the same reporting line .
“ I spent a lot of time in my first 100 days just getting to know people ,” adds Ballinger , “ understanding how different segments of this large city-like organisation fed into one another . That was crucial to establishing our shared vision – stage one of our process .”
But , of course , shared visions remain just that unless a clear path can be created to reach your established aims .
188 April 2024