Colleges and universities face changes driven by economic and demographic shifts, competition and consumerization, and changing technology. Institutions that develop a culture of innovation and capitalize on adaptive IT practices will better navigate this time of change.

In higher education, the subject of technology often invokes passion. Technology can be a great enabler that can change the way we live, work, and learn every day. It can also be fraught with expense, frustration, and disappointment if not approached in the right way. The game changer is how IT is used it teaching, learning, and operations on campus.

What sets your institution apart?

Colleges and universities that gain greatest benefit from technology are those who do it intentionally, thoughtfully, with clear strategic goals in mind, and with a tangible plan. They embrace technology as more than merely a widget in the school's infrastructure; they see it as an enabler of change at a time when higher education as a whole is going through a time of significant change. Other industries have been through this—manufacturing and aviation immediately come to mind, while others like healthcare are going through dramatic change right now.

Driven by economic forces to reduce costs, some institutions have a hard time prioritizing technology initiatives that may require substantial cost and effort. Yet the increasing consumer and student expectations, changing workforce, and expanding competition demand an institutional response.

The successful institutions gain efficiencies by using resources where they can make the most difference to each institution. Most often, we see these as areas that directly relate to enhancing student experience and learning outcomes, advancing research, and serving the university community.

In our role of helping clients plan for technology, we have seen seven cogent points, or principles, that distinguish the most successful institutions.

Seven categories to consider when setting priorities:

  1. View technology applications as tools to be mastered. Whether in the classroom or the finance office, recognize that software and the device environment that supports it is a means to accomplishing the outcome. Select the right software for the function, configure and use it well, and keep it up to date.
  2. Focus on changing processes and eliminating work. The concept of "lean" management says to remove tasks that don't add value. One of the benefits of ERP systems is to eliminate wasted efforts by directly sharing information where it is needed most. This same principle applies to learning management systems and other applications.
  3. Recognize that change is not easy. It takes planning, thoughtful design, communication, and training—usually in quantities greater than are initially envisioned. Putting effort into business process design and collaborative support make up the essential soft skills that need focused attention.
  4. Achieving results requires leaders to manage with a vision in a steady and consistent manner. Individuals and teams need to understand where they are going over the course of the entire change initiative. This is a long-term effort that will have some quick wins and many sustained incremental gains. Building the vision, gaining buy-in, setting goals, and steering the course require leadership from multiple levels and across the university.
  5. The people and services of the campus information technology community, inclusive of centralized and distributed roles, are essential partners. The institution can't be successful without effective IT services that include the right people in the right roles to deliver those services. However, IT will not be the driver of successful change. Success has to be an institutional effort that supports the right stakeholders, led by engaged sponsors.
  6. The nature of technology advances demands adaptability and proactive management. Given the rapid pace of technology change plus environmental changes in higher education, it is vital to recognize trends and distinguish meaningful new developments. A thoughtful, managed, and efficient technology refresh program is an indicator of sustainability.
  7. Technology success is a collaborative effort. Achieving desired results is not just an IT matter. While the guidance, expertise, leadership, and services of the IT department are critical, consistently successful higher education projects are driven by champions and stakeholders.

Raise your hand if any of the points described above seem surprising. Most people will agree with the seven principles, yet, often, deploying technology to achieve meaningful benefit in higher education is more elusive than it appears. We have found that effective, well-communicated technology planning is an important ingredient for successful institutions. It is also not just a one-time effort. To be sustainable, effective processes and functions need to become imbued in the fabric of managing the institution.

The content of this article is intended to provide a general guide to the subject matter. Specialist advice should be sought about your specific circumstances.