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THE TRANSFORMATIVE IT LEADER: DRIVING BUSINESS SUCCESS AND TECHNOLOGICAL INNOVATION Christian Rasmussen, Chief Information Officer - Curtin IT Services, Curtin University

CURTIN 50 Years of Innovation - Founded in 1967

Revenue of $915m in 2016 in a national sector generating $30B annually

Largest single site employer in WA Over 4,000 FTE

Multiple campus and school locations Domestic - Bentley, Perth CBD and Kalgoorlie Overseas - Sarawak and Singapore (and soon Dubai) Delivering courses in China, Mauritius, Sri Lanka and Vietnam

School of Mines - ranked 2nd in the world for Mineral and Mining Engineering

42% of EFSTL are on-line learners

WA’s largest University with over

60,000 enrolled students

Australia’s 7th largest University by total student

numbers

International education is Australia’s largest service export and the nation’s fourth largest export overall – after iron ore, coal and natural gas

.

Curtin is ranked in the top 2% of universities worldwide

Number 10 in Australia in

Academic Ranking of World

Universities

CURTIN IT SERVICES (CITS) Overview

CITS Team Headcount over 300

Largest single site wireless network in WA

15TB of internet data traffic daily

Over 1100 virtual servers

5.3PB of raw storage

683 Audio Visual enabled spaces

12 Cloud & Managed Services

THE JOURNEY IS UPON US Industry Disruption

The University is being redefined from the

outside 49 Staff but 4M Assessments

Didn’t exist 15 years ago, 800,000 current students, Bill Clinton as Chancellor, already acquired 13 Asia Pacific campuses.

Raising $500M to transform learning and attract researchers

The Journey is a Race

Educate more with less

CURTIN’S TRANSFORMATION

Multiple Fronts At Once

• Meeting Student Expectations

• New Teaching Models and Approaches

• University Partnerships

• Industry Partnerships

• Research Growth & International Rankings

• Attracting ‘Rock-Star’ Researchers

• Research Collaboration (Domestic & International)

• Innovation Projects

• Operational Efficiency

• Becoming more business like

THE IT CHALLENGE WE FACE

Disrupting Ourselves

Enable the University strategy & plans

Support increased digital technology in teaching and research

Facilitate and lead innovation & experimentation

Make Curtin more efficient

Transition IT skills and services to meet current and future needs

Deal with digital disruption and increasing student expectations

Do more with less $ and staff

Don’t break what we already do well (nor complacent)

KEY ELEMENTS FOR DIGITAL TRANSFORMATION

Views on what's important for transformation success

Strategy • Improve customer experience

• Radically streamline process to save cost

• Stand up new data driven platform businesses

Organisation • Implementing agile processes enables broader enterprise transformation

(agile network management not matrix management)

Technology Infrastructure • Invest in value-adding technology infrastructure

….Then set a clear vision and communicate like crazy

Source: McKinsey & Company

WHAT ARE WE DOING ABOUT IT?

Our Approach

• Better Engagement with Stakeholders

Partner with our customers & communicate

• Develop the Digital Futures Program Deliver front line solutions (Outside In)

• Continuous Service Improvement Don’t assume your customers are getting what they need or want – always check your own performance

• Better leverage and manage external providers Build capability in negotiating contracts, manage the relationship, and make sure you are optimising value

• Uplift Security The more you put on-line the bigger the target you become

• IT Transformation Define the destination (capability & skills are key) and start moving even if the path is not clear

• Digital Agenda Link it all together and have an agreed roadmap

• Don’t forget Governance We can’t fix everything for everybody – make the customer set the priority

WHAT ARE WE DOING ABOUT IT?

Our Approach – The focus areas for this presentation

• Better Engagement with Stakeholders Partner with our customers & communicate

• Develop the Digital Futures Program Deliver front line solutions (Outside In)

• Continuous Service Improvement Don’t assume your customers are getting what they need or want – always check your own performance

• IT Transformation Define the destination (capability & skills are key) and start moving even if the path is not clear

–

THE JOURNEY BEGAN WITH CONFLICTING VIEWS

Challenge To Agree The Right Path

• Pool of funds for transformation

• Pressure to deliver something that wasn’t needed & couldn’t be done

• View by some that we just need to ‘get on with it’

• Capability assessment

• Engaging organisational change & communication specialists

• Plugging other capability holes with temporary external resources

• Defining where we needed to get to as a team (as we knew it then)

• Planning a process to get there in 3 Phases for the IT team

THE JOURNEY BEGAN WITH CONFLICTING VIEWS

Challenge To Agree The Right Path

• Defining a program of work to enable the then Curtin Strategy

• Understanding our customer needs

• Looking at industry leaders & to see where we could do better

• Identify low hanging fruit and take action

• Sell the vision

https://youtu.be/U6lION7fXIM

VIDEO Communicating The Vision

https://youtu.be/U6lION7fXIM

THE JOURNEY SO FAR Continuous Change And Progress

Transforming Central IT – Phase I • Capability Optimisation • Designing the high level structure • Plugging some more capability gaps

Digital Futures Program (Originally TCIT) – Understanding & Solution • Engage, plan, seek feedback and repeat

• Seed the conversation about what is possible and needed

• Lead and shape the solution, but don’t own the business problem

Service Improvements – First Steps • Start with the process – not the tools

• Define what you do and how much it costs – can’t manage or defend what you don’t understand

CITS TRANSFORMATION PROPOSAL 3 Phase Approach

THE JOURNEY SO FAR Continuous Change And Progress

Transforming Central IT – Phase I • Capability Optimisation • Designing the high level structure • Plugging some more capability gaps

Digital Futures Program (Originally TCIT) – Understanding & Solution • Engage, plan, seek feedback and repeat

• Seed the conversation about what is possible and needed

• Lead and shape the solution, but don’t own the business problem

Service Improvements – First Steps • Start with the process – not the tools

• Define what you do and how much it costs – can’t manage or defend what you don’t understand

THE JOURNEY SO FAR

Continuous Change And Progress

Transforming Central IT – Phase II • Implementing the new high level structure & re-align the teams within

• Recruited a new leadership team – form, storm, and norm

• New leadership team define Phase III – focus on capability and service model

• Plugging some more capability gaps

Digital Futures Program – Approval • Assist the business to prioritise, not enough $ to do it all

• Present to executive, take feedback, update & repeat until you succeed

Service Improvements – Tackle the basics • Develop a plan for engaging your stakeholders

• Further develop and refine the Service Catalogue and associated Clear Cost data

• Look for quick wins

WHAT WAS THE STUDENT DIGITAL EXPERIENCE?

Understanding Our Customers To Shape The Journey

THE JOURNEY SO FAR

Continuous Change And Progress

Transforming Central IT – Phase II • Implementing the new high level structure & re-align the teams within

• Recruited a new leadership team – form, storm, and norm

• New leadership team define Phase III – focus on capability and service model

• Plugging some more capability gaps

Digital Futures Program – Approval • Assist the business to prioritise, not enough $ to do it all

• Present to executive, take feedback, update & repeat until you succeed

Service Improvements – Tackle the basics • Develop a plan for engaging your stakeholders

• Further develop and refine the Service Catalogue and associated Clear Cost data

• Look for quick wins

WHERE ARE WE NOW Continuous Change And Progress

Transforming Central IT – Phase III • ‘Bedding down’ the new teams and making minor adjustments

• Focus on skills, capabilities and service model we need for the future

• Looking at partnering models, managed services and outsourcing options

Digital Futures Program – Delivery • Implementing key infrastructure & enabling platforms

• Delivering over a dozen large projects across 4 business led streams

• Annual review of objectives, regular monitoring, and evolving of plans based on need

• Get the governance right

Service Improvements – Sustaining and looking for opportunities • New Enterprise Management platform

• Bringing in and aligning with associated areas on service and support

• Sharing our experience and assisting other internal areas to mature

• Continued focus on improving our own internal ways of working

DESIGN THINKING One Of A Number Of Approaches We Are Developing Capability In

EMPATHISE

DEFINE

IDEATE

PROTOTYPE

TEST

WHERE ARE WE NOW Continuous Change And Progress

Transforming Central IT – Phase III • ‘Bedding down’ the new teams and making minor adjustments

• Focus on skills, capabilities and service model we need for the future

• Looking at partnering models, managed services and outsourcing options

Digital Futures Program – Delivery • Implementing key infrastructure & enabling platforms

• Delivering over a dozen large projects across 4 business led streams

• Annual review of objectives, regular monitoring, and evolving of plans based on need

• Get the governance right

Service Improvements – Sustaining and looking for opportunities • New Enterprise Management platform

• Bringing in and aligning with associated areas on service and support

• Sharing our experience and assisting other internal areas to mature

• Continued focus on improving our own internal ways of working

REFLECTING BACK ON THE JOURNEY…

We’ve Come A Long Way In 4 Years, But The Journey Continues To Evolve

• Listening to the business more attentively and responding more positively … Moving from a culture that says “No – we don’t think you should do that” to one that says “Yes, let me help you achieve that in a way that’s safe”…

• Significant new, and ongoing, investment in: • The way we engage and align to enable business outcomes • Skills transformation and capability uplift • Agile approaches and Design Thinking • Information security and risk awareness • Enterprise architecture and solution design • Project, program and portfolio management • Procurement and supplier management • Data integration • Service management & delivery – ITIL is not the answer

• Moving from year-by-year budgeting to longer-term planned budgeting …

WHERE TO NEXT? The Journey Never Ends

• Continued focus on improving our capability and service model

• Improve speed and agility

• Finalise our Workforce Plan

• Develop a Digital Agenda & Roadmap to support our 2017-20 Strategy

• Finalising our Security Strategy

• Plugging some more capability gaps

• Digital Futures Program – Continued delivery of key projects

• Looking for ways to make the University more efficient

• More innovation initiatives with Cisco and other partners

QUESTIONS? Thank You For Listening!

“You have your way. I have my way. As for the right way, the correct way, and the only

way, it does not exist.”

Friedrich Nietzsche