Digital First User needs not University needs IT Committee 19 th November Simon Marsden

Core Services  Finance  HR  Payroll  Estates  Student Records  Research Management  Timetabling/space planning  Supporting or cross cutting services  Document management and collaboration tools (o365)  Customer relationship management  Analytics / Business intelligence  Integration services including id management, authentication, APIs

Digital disruption  Student (and staff) experience: optimise the journeys  Process: standardisation, optimisation and adoption  Acceleration and agility: faster processes, faster changes,  Digital first: paper/phone calls/photos/cash not needed  Immediacy: anywhere/anytime/any device  Evidence based, quantitative, quality decision making  Long term service planning  Digital is simply better

Strategy Work from the top down  What is the driver for each area  What are the user journeys  What are the processes that we need (high level)  Gap analysis with what we have HR strategy  Attract, reward and retain the best talent from across the world;  Promote, champion and support transformational leadership and management;  Develop people  Achieve global impact;  Foster a culture of inclusivity, good health and wellbeing

Systems Strategy  Cloud delivery first  Minimise the number of vendors  ERP  Accept niche applications  Flexible but limited process design  Architecture  Integration – Interfaces, APIs, standards

Our Maturity AreaProcessesSystems Finance and procurementGoodWeak HRWeak PayrollGoodOK EstatesGoodWeakOK Student RecordsWeak Research ManagementOKGood AnalyticsWeak CRMWeak

Some initial observations  Importance of Architecture  Increase and maintain investment across the piece  Build capability for CRM and Analytics  Mainly about people and leadership  New tools will be needed

Business area view  Finance/Procurement/Payroll/HR – one ERP  Can be done in stages  Can be cloud delivered  Limited vendor coverage – Oracle/SAP/Workday  Estates  Implement capital planning now  Integration with Finance  Stay with existing vendor  Student Records  Slower progress than is desirable  Weak but changing market – no compelling case for change of vendor now  Research Management  RMAS investment

First cut timeline and costs

Major Risks  Speed and capacity for change  Change management around people  Agreement/consensus for necessary orchestration  Estimation  Quality  It’s ERP Jim, but not as we know it

Questions - Discussion?