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In an established university, undoing ways of working over years/decades

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In an established university, undoing ways of working over years/decades

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... the ultimate centralisation with the use of a single university processing unit using a universal platform

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Strong PMO and associated infrastructure

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Strong PMO and associated infrastructure

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Considering decentralisation of some frontline services

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Considering decentralisation of some frontline services

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Push back on centralisation happens because:

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Push back on centralisation happens because:

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Loss of known support systems
Lack of personalisation of service
Perception of centralisation that resolution takes longer
Loss of convenience
Reduced job satisfaction for support staff (moving towards anonymity)
Slowness; lack of responsiveness and innovation

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Centralisation of induction lead to backing of university rather than at department level

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Centralisation of induction lead to backing of university rather than at department level

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Inconsistent terminology used in devolved structures

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Inconsistent terminology used in devolved structures

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Academics viewing professional services as the 'centre' 

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Academics viewing professional services as the 'centre' 

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Lack of centralisation of support for embedding skills development, including digital capabilities

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Lack of centralisation of support for embedding skills development, including digital capabilities

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Lack of drivers for digital transformation at a very successful Russell Group institution but a new senior leader might lead change

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Lack of drivers for digital transformation at a very successful Russell Group institution but a new senior leader might lead change

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Lack of centralised student record system

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Lack of centralised student record system

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Mitigations against push back on centralisation (morning group discussion)

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Mitigations against push back on centralisation (morning group discussion)

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Central purchasing of equipment
Central team but with specialists aligned to faculty
IT/Digital governance that comprises representation from across the institution - rebalances the power and responsibility
Recognition it is a long journey (18 years for Greenwich) and planning change accordingly
Business lead doesn't sit with IT but the area of the institution to be impacted by the change
Student/user needs and experience speaks to centralisation of services for consistency and familiarisation
Service map/documentation on processes to be used across the organisation
Efficiencies of scale
Cyber security

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Facilitating self-service to resolve own problems with automation

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Facilitating self-service to resolve own problems with automation

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Shadow systems (niche within academic departments)

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Shadow systems (niche within academic departments)

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Bottleneck with centralisation in terms of requests

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Bottleneck with centralisation in terms of requests

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Trying to get SITS as central source of truth across organisation

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Trying to get SITS as central source of truth across organisation

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Single team but with 'specialists' aligned to schools

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Single team but with 'specialists' aligned to schools

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Redistributed examples of good practice across institution

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Redistributed examples of good practice across institution

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Governance that represents the business of the university is critical

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Governance that represents the business of the university is critical

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Institutions that comprise multiple Colleges/Schools - geographically diverse - all with distinct identity - centralisation of services seen as threat to individual College identity

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Institutions that comprise multiple Colleges/Schools - geographically diverse - all with distinct identity - centralisation of services seen as threat to individual College identity

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Saying no mitigated against track record of success and delivery

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Saying no mitigated against track record of success and delivery

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Equipment can only be bought centrally, so this ensures oversight and consistency

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Equipment can only be bought centrally, so this ensures oversight and consistency

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Balance with innovation in context of centralisation?

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Balance with innovation in context of centralisation?

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University-wide tools but with local support that differs between contexts of use

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University-wide tools but with local support that differs between contexts of use

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Conflict between central services and faculties

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Conflict between central services and faculties

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Clearly defined processes used to steer all changes

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Clearly defined processes used to steer all changes