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Step 1

PURPOSE

Step 2

CONTEXT

Step 3

IMPACT

Step 4

OUTCOMES

Step 5

OUTPUTS

Step 6

INPUTS

Six Steps for Designing Your Dx Strategy

Define the Purpose. Why are you engaging in Dx? What institutional goal, challenge, �or need are you addressing?

Identify the Context that is fueling this�need to change.

Describe the Impact�in terms of the anticipated change�to the institutional�value proposition.�How does it address the Purpose?

Describe the Outcomes. What�will change in the�next 6 months?�In the next�1–3 years?

Describe the Outputs. What will you implement, and�what shifts will be needed in culture, workforce, and technology?

List the Inputs, including resources needed and Dx�Signals that you�will rely on or build.

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PURPOSE

CONTEXT

IMPACT

OUTCOMES

OUTPUTS

INPUTS

Step 1: Define the Purpose

Why are you engaging in digital transformation?
What is the strategic institutional goal, challenge, or need that you are addressing?
How does the project or initiative address the goal or challenge?

EXAMPLE PURPOSE: Our strategic goals call for a student-centered approach, but this is not represented in our curriculum. This project will foster large-scale strategic and transformative curricular innovation in support of institutional student-centered goals.

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PURPOSE

CONTEXT

IMPACT

OUTCOMES

OUTPUTS

INPUTS

Step 2: Identify the Context that is fueling this need to change

What is happening at your institution, in the community, nationally, or globally that is relevant to your Dx strategy?

EXAMPLE CONTEXT: Increasing competition for students is creating the need to demonstrate a student-centered focus. | Student learning outcomes are not articulated across programs, leaving students confused about expectations. | There is a disconnect between student-centered goals and actual student experience.

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PURPOSE

CONTEXT

IMPACT

OUTCOMES

OUTPUTS

INPUTS

Step 3: Describe the Impact

Describe the change to institutional value proposition
How will the outcomes help the institution achieve its mission and goals?

EXAMPLE IMPACT:

CHANGE TO VALUE PROPOSITION�The institution will increase the visibility of its �student-centered teaching and learning practices, ultimately improving recruitment and retention.

CONNECTION TO MISSION/GOALS

The project will advance these institutional goals:

Enhance student motivation and learning
Revolutionize teaching practices to benefit students
Forge connections with students

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PURPOSE

CONTEXT

IMPACT

OUTCOMES

OUTPUTS

INPUTS

Step 4: Describe the Outcomes

List short-term changes. What will change in the next 6 months?
List long-term changes. What will change in the next 1–3 years?
What is the evidence that the changes are happening? How will you measure them?

EXAMPLE OUTCOMES:

SHORT TERM

Faculty from across various departments are engaged in planning and discussion.
A process for student input has been developed.

LONG TERM

Students have more personalized learning experiences with support in the areas they are weak.
Students can progress more quickly through content they have mastered.
Departments have a lever to address programmatic weaknesses.

EVIDENCE

The adaptive content acts as a link/connector between coordinated courses in a program, making those connections clear to students.
A method is in place to sustain the adaptive learning content.

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PURPOSE

CONTEXT

IMPACT

OUTCOMES

OUTPUTS

INPUTS

Step 5: Describe the Outputs

What is the objective of the project or initiative? What will you implement to create the change?
How will you address the needed change through shifts in culture, workforce, and technology?

EXAMPLE OUTPUTS: Project/Initiative Objective | Address program revision through a deliberate and coordinated effort and use adaptive learning technologies to increase student success.

CULTURE SHIFTS

Develop coordinated and multi-unit team approach to curricular revision.
Align student learning outcomes from course to program level.
Develop faculty incentives and reward for course development/delivery.

WORKFORCE SHIFTS

Provide administrative support and oversight/guidance for programmatic changes.
Create more administrative recognition for faculty effort.
Coordinate teaching and student support throughout program.

TECHNOLOGY SHIFTS

Use adaptive learning technology.
Use backward-design approach.
Increase coordination between LMS and adaptive platform.

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PURPOSE

CONTEXT

IMPACT

OUTCOMES

OUTPUTS

INPUTS

Step 6: List the Inputs

Using the Dx Signals Checklist

Note those signals already strong at your institution that you will rely on during this project.
Note those signals that need to be improved during the project.

List resources needed

Who will need to be part of this work?
What other resources will you need?

EXAMPLE INPUTS:

Dx SIGNALS TO RELY ON

Leaders are willing to adopt new strategic directions.
We are adept at change management.
We have institutional flexibility and agility regarding business processes.

Dx SIGNALS TO BE IMPROVED

Innovation is strategic, sustainable, and driven by institutional ambitions.
Academic curriculum is redefined to better serve student needs.
New incubators allow for exploring and piloting innovative approaches and new sources of revenue.

RESOURCES NEEDED

Faculty representative from each involved department
Student representatives
Coordinator/project manager
Funds for new adaptive learning technology

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PURPOSE

CONTEXT

IMPACT

OUTCOMES

OUTPUTS

INPUTS

Step 7: Return to Step 1 - Purpose

Dx is an iterative process made up of a series of focused journeys. ��Returning to your Purpose: How can you continue to address institutional goals through a Dx strategy approach? Continue to work through steps 1–6 for your next Dx project or initiative.

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The Dx Strategy-on-a-Page

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Dx Strategy-on-a-Page

Purpose

Context

Change to Value Proposition

Connection to Mission/Goals

Impact

Short Term

Long Term

Evidence

Outcomes

PART 1

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Dx Signals You Will Rely On

Dx Signals to Be Improved

Resources Needed

�

Inputs

Project/Initiative Objective

Culture Shifts

Workforce Shifts

Technology Shifts

Dx Strategy-on-a-Page

Outputs

PART 2

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Example Dx Strategies

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Dx Strategy Example: Building an Enterprise Architecture Practice

Purpose: Employing a coordinated strategy that consistently considers the enterprise’s technical landscape holistically, the organization will be better positioned to move quickly to adopt new technologies, new data, and new processes that promote digital transformation.

Context: Increasing ease of software procurement creating a chaotic environment | Increasing availability of partnerships and suppliers from both the higher education ecosystem and from adjacent industries | Increase in data availability and use | Increasing interest in digital transformation at the institutional level, requiring a more coordinated cross-enterprise approach

Change to Value Proposition

Employing a coordinated strategy that consistently considers the enterprise’s technical landscape holistically, the organization is better positioned to move quickly to adopt new technologies, new data, and new processes that promote digital transformation.

Connection to Mission/Goals

An EA program will help the institution increase agility and flexibility, allowing it to advance its goals related to digital transformation and a sharper focus on student success.

Impact

Short Term

Challenges for the EA practice to address have been defined.
Stakeholders that need to be involved have been identified.
Governance structure has been analyzed and understood.
Review of existing workforce is complete.
Recommendations have been made for new staff and/or professional development for existing staff.

Long Term

A viable plan for the necessary architecture work
Holistic understanding of the opportunities and constraints to be addressed
Agreement on a well-defined EA vision
An EA team well set up to do enterprise design and implementation

Evidence

Increase in integrated cross-enterprise decision-making
EA team consulted and involved in designing and implementing enterprise-level changes

Outcomes

PART 1

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Dx Signals You Will Rely On

Focus on institutional differentiation
Leaders willing to adopt new strategic directions

Dx Signals to Be Improved

Focus toward institution-wide goals and away from siloed goals
IT investments and initiatives fully aligned with institutional priorities through governance
Emergence of new levels of cross-organizational alignment and collaboration
Investments and technology implementations specific to Dx projects informed by user experience

Resources Needed

New staff position or role of enterprise architect
New staff position or role related to service management
Campus leadership time to engage in the project
New collaboration and knowledge management software

�

Inputs

Project/Initiative Objective

Establish an enterprise architecture practice, thereby streamlining the introduction of new technologies and avoiding the chaos that can ensue from technical changes that come with digital transformation.

Culture Shifts

Collaborating with other teams in the organization in planning technical ecosystem
Willingness to conform to decisions made for the good of the enterprise
Overcoming fear that coordination will slow down technology development and deployment

Workforce Shifts

Knowledge of enterprise architecture frameworks
Knowledge of service management frameworks

Technology Shifts

Collaboration software
Knowledge management software

Dx Strategy Example: Building an Enterprise Architecture Practice

Outputs

PART 2

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Dx Strategy Example: The Dx Curricular Innovation Incubator

Purpose: Foster large-scale strategic and transformative curricular innovation in support of institutional student-centered goals.

Context: Departments/colleges not positioned to adopt innovative teaching approaches | Student learning outcomes not articulated across programs | Student learning/success tracked in siloed fashion, via individual course or program rather than through coordinated program | Faculty-centered ownership of course development disincentivizes coordination

Change to Value Proposition

The institution will increase the visibility of its student-centered teaching and learning practices, ultimately improving recruitment and retention.

Connection to Mission/Goals

Directly supports these three institutional goals:

Enhance student motivation and learning
Revolutionize teaching practices to benefit students
Forge connections with students

Impact

Short Term

Faculty from across various departments are engaged in planning and discussion.
A process for student input has been developed.

Long Term

Students have more personalized learning experience with support in the areas they are weak.
Students can progress more quickly through content they have mastered.
Departments have a lever to address programmatic weaknesses.
Faculty have rich data about student engagement.

Evidence

The adaptive content spans core courses and allows students to review and refresh; it also serves as a link/connector between the (now) coordinated courses in a program.
Adaptive learning content spans programs, departments, and even colleges.
There is a method to sustain the adaptive learning content.
Transformed teaching and learning practices have led to improvements in recruitment and better student retention.

Outcomes

PART 1

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Dx Signals You Will Rely On

Leaders willing to adopt new strategic directions
Adept at change management
Institutional flexibility and agility regarding business processes

Dx Signals to Be Improved

Innovation is strategic, sustainable, and driven by institutional ambitions
Academic curriculum redefined to better serve student needs
New incubators for exploring and piloting innovative approaches and new sources of revenue

Resources Needed

Faculty representative from each involved department
Student representatives
Coordinator/project manager
Funds for new adaptive learning technology

�

Inputs

Project/Initiative Objective

Address program revision through a deliberate and coordinated effort and use adaptive learning technologies to increase student success.

Activities: Culture Shifts

Develop coordinated and multi-unit team approach to curricular revision.
Align student learning outcomes from course to program level.
Develop faculty incentives and reward for course development/delivery.
Use sustainable instructional design: from pilot to service.

Activities: Workforce Shifts

Provide administrative support and oversight/guidance for programmatic changes.
Create more administrative recognition for faculty effort.
Coordinate teaching and student support throughout program.

Activities: Technology Shifts

Use adaptive learning technology.
Use a backward-design approach.
Increase coordination between LMS and adaptive platform.

Dx Strategy Example: The Dx Curricular Innovation Incubator

Outputs

PART 2

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Dx Strategy Example: Implementing Open Educational Resources (OER)

Purpose: Address the cost of attendance and affordability for students.

Context: Increasing cost of higher education | Increasing cost of traditional course materials | Increase in quality and quantity of OER materials | Competitive necessity | Current faculty control over course content and materials | Accessibility requirements | Decrease in profitability of textbooks in campus store

Change to Value Proposition

The institution will demonstrate greater sensitivity to rising costs of higher education.
The institution will be more attractive to students seeking nontraditional learning methods.

Connection to Mission/Goals

Directly supports these institutional goals:

Advance inclusive success.
Pursue justice in equity in policies and practices.

Impact

Short Term

Decreased costs related to textbooks

Long Term

More predictability for students in costs for course materials
Students become part of the process by generating additional OER material, enhancing active learning

Evidence

Percentage of courses that use open educational resources instead of traditional textbooks
Student satisfaction survey results

Outcomes

PART 1

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Dx Signals You Will Rely On

Leaders willing to adopt new strategic directions
Emergence of new levels of cross-organizational alignment and collaboration
Active institutional commitment to diversity, equity, and inclusion

Dx Signals to Be Improved

Academic curriculum redefined to better serve student needs
Increased pace of change and scope in IT liaison roles
Shift from risk aversion to risk management
Focus toward institution-wide goals and away from siloed goals

Resources Needed

Faculty representative from each involved department
Student representatives
Faculty support staffing

�

Inputs

Project/Initiative Objective

Reduce costs of course materials to make costs more predictable and affordable for students, making the institutional more accessible and available to a wider variety of students.

Activities: Culture Shifts

Foster faculty acceptance of “open” materials, applications, and assets.
Adapt faculty tenure and promotion to reflect use of OER.
Increase emphasis in courses on experiences, labs, practice, etc.

Activities: Workforce Shifts

Increase focus on IT liaison.
Hire or develop an OER advocate, expert, or liaison role to provide education and promote adoption.

Activities: Technology Shifts

Ensure accessibility of digital materials.
Establish integrations with adaptive technologies, XR, and the LMS.

Dx Strategy Example: Implementing Open Educational Resources (OER)

Outputs

PART 2

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Dx Strategy Example: Aligning IT with Institutional Mission to Support Innovation

Purpose: As part of an institutional effort to align all departments with institutional strategy and goals, IT will create a multi-year IT transformation plan.

Context: Increasing pressure to attract and retain students | New focus on areas of institutional differentiation | Decreased revenue leading to need for more financial and operational efficiencies | Need for ability to make quicker adjustments based on changing situations

Change to Value Proposition

Having a clearer focus on shared goals will allow the institution to focus efforts on innovation in areas that differentiate it. This sharper focus on what differentiates the institution will also create a clearer choice for students looking for an education in our particular areas of expertise.

Connection to Mission/Goals

By directly aligning IT priorities with institutional goals, IT will be better positioned to support and adapt to changes brought about by this change to value proposition.

Impact

Short Term

Better understanding within IT of institutional strategic goals and priorities and primary drivers and levers of change
Review of existing IT projects and decision-making processes
Review of IT governance structure analyzed

Long Term

Overhaul of IT governance structure if necessary
Development of stronger IT business liaison structure for better understanding of campus needs
Development of more strategic relationships across the institution

Evidence

Better stakeholder buy-in through better change management
More transparency of decision-making
Decrease in time spent on IT projects without a direct connection to an institutional goal

Outcomes

PART 1

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Dx Signals You Will Rely On

Academic curriculum redefined to better serve student needs
Leaders willing to adopt new strategic directions
Adept at change management

Dx Signals to Be Improved

Focus toward institution-wide goals and away from siloed goals
Focus on institutional differentiation
IT investments and initiatives fully aligned with institutional priorities through governance
Emergence of new levels of cross-organizational alignment and collaboration
Investments and technology implementations specific to Dx projects informed by user experience

Resources Needed

Campus leadership time to engage in the project
IT staff time to engage with new ideas and learn new skills
New collaboration and knowledge management software

�

Inputs

Project/Initiative Objective

Develop a multi-year IT transformation plan that highlights connections between IT projects and initiatives and specific institutional goals.

Culture Shifts

Cross institutional collaboration in planning IT work
Overcoming fear that changes will lead to job loss
Better transparency across the institution for how IT decisions are made, with more stakeholder contributions into the process

Workforce Shifts

May lead to shifts in the types of position needed if we determine that some work under way now does not need to continue
Increase in business liaison competencies
Increase in communication skills among IT staff
Greater focus on vendor negotiation and management and less on technology management

Technology Shifts

Project management tools may be needed

Dx Strategy Example: Aligning IT with Institutional Mission to Support Innovation

Outputs

PART 2

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Create Your Dx Strategy-on-a-Page

Make a copy or download the next two slides and use them to create your own Dx Strategy-on-a-Page

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Dx Strategy-on-a-Page

Purpose

Context

Change to Value Proposition

Connection to Mission/Goals

Impact

Short Term

Long Term

Evidence

Outcomes

PART 1

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Dx Signals You Will Rely On

Dx Signals to Be Improved

Resources Needed

�

Inputs

Project/Initiative Objective

Culture Shifts

Workforce Shifts

Technology Shifts

Dx Strategy-on-a-Page

Outputs

PART 2