Dx and Culture

A Dx-ready culture is a focused one. It is zeroed in on the institution’s goals, adept at change management, and agile and flexible enough to rapidly adapt to changing needs. In this section, we’ll give an overview of how leaders can help foster a culture that embraces Dx.

Leading Means Collaborating

A higher education Dx culture asks campus leaders to form new and reimagined partnerships across the institution in order to identify business needs and work collaboratively to meet them, make informed decisions quickly, balance risks and rewards, and introduce innovations and improvements widely and rapidly.


The Challenge

Challenge (Dx and Culture)

Creating a culture that embraces proactive change is possibly the most difficult shift to achieve, but it is crucial to Dx. Leaders need to encourage an openness to new ways of thinking and working and an aptitude for more efficient, data-informed decision-making.

The Goal

Goal (Dx and Culture)

In a culture that supports and enables Dx, teams value working together towards institutional, rather than siloed, goals. That means that leaders must model cross-disciplinary collaboration, flexibility, and responsiveness.

53%

Percent of respondents to our 2019 IT leaders survey said insufficient cross-institutional planning or coordination and buy-in was the biggest obstacle to Dx at their institution.

“IT needs to be ahead of the curve, offering solutions for problems that maybe our faculty, staff, and students don't know exist yet. IT shouldn't be just at the table; in some cases we should be leading the discussion. We should be leading the transformation of education and research and pulling along faculty and students and researchers in improving the way they do their work.”

Sol Bermann
CPO & CISO, University of Michigan
Sol Bermann
Sol Bermann
CPO & CISO, University of Michigan

Advances in Culture

Advances in Culture

Institutions are embracing cultural transformation, resulting in meeting the needs of students, faculty, and staff with accelerated innovation and agility. Leadership is changing perspectives on remote-work policies. And, we’re seeing the emergence of new teaching and learning models.

Leading by Example

The University of Memphis took an experimental approach to determine its digital transformation strategy using as a guide the lean startup approach to design for the user experience.

Read the Case Study
53%

Percent of respondents to our 2019 IT leaders survey said insufficient cross-institutional planning or coordination and buy-in was the biggest obstacle to Dx at their institution.

“IT needs to be ahead of the curve, offering solutions for problems that maybe our faculty, staff, and students don't know exist yet. IT shouldn't be just at the table; in some cases we should be leading the discussion. We should be leading the transformation of education and research and pulling along faculty and students and researchers in improving the way they do their work.”

Sol Bermann
CPO & CISO, University of Michigan

Culture Case Study - University of Memphis

The University of Memphis took an experimental approach to determine its digital transformation strategy using as a guide the lean startup approach to design for the user experience.

Read the Case Study

The Impact

Strategic Innovation

  • A focus on institutional differentiation 
  • Shift from risk avoidance to risk management
  • IT embedded into institution-wide strategic planning

Institutional Alignment

  • A sharper focus on institutional and student outcomes, away from siloed goals 
  • Full alignment between IT investments and initiatives and institutional priorities
  • New levels of cross-organizational collaboration
  • Rapid decision-making and adaptation to changing circumstances and new opportunities

Data and Analytics 

  • A reliance on data and analytics for making decisions, tracking progress, and adjusting strategy
  • A culture of trust, supported by accountability and data

The Impact

Strategic Innovation

  • A focus on institutional differentiation 
  • Shift from risk avoidance to risk management
  • IT embedded into institution-wide strategic planning

Institutional Alignment

  • A sharper focus on institutional and student outcomes, away from siloed goals 
  • Full alignment between IT investments and initiatives and institutional priorities
  • New levels of cross-organizational collaboration
  • Rapid decision-making and adaptation to changing circumstances and new opportunities

Data and Analytics 

  • A reliance on data and analytics for making decisions, tracking progress, and adjusting strategy
  • A culture of trust, supported by accountability and data
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Actionable Steps for Campus Leaders

  1. Practice strategic innovation focused on key institutional goals and ambitions. 
  2. Become adept at change management and risk management. Move away from risk avoidance. 
  3. Encourage leaders and boards to consider new strategic directions to meet 21st-century challenges and opportunities. 
  4. Define transformation goals and set up matrixed response teams to execute on transformations.
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