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Maturity model- digital culture and knowledge development

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Maturity model - adapted to focus on Artifical Intelligence

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3 sections of he model, culture, data and knowledge and infrastructure

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Started with Word doc, then created Excel in the hope to generate to summary stats. Then looked at Jisc survey but ended up with shortened culture questionnaire in MS Forms.

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Focus on Knowledge management; used Word document, rather than survey; 5 hours to complete maturity grid so broke down into smaller chunks; importance of assigning sufficient time. 30 actions resulted, which are being prioritised and worked on. Nothing missing, but shear size was a challenge.

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Used work docs for knowledge development - worked through 5 hours to work through the document.

Breaking it down into short chunks

Assigning time to this

Add in the evidence to support decisions

Assigned one action for each of the separate lines -- and then developed the action plan

30 actions now prioritising - now looking at other areas of the framework eg data

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Useful to have questions to focus discussion across a group of people

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Knowledge management, organisation culture, knowledge development - maturity model helped with understanding the pillars of the framework. Ideas for how to improve towards a standard of excellence, we haven't developed any action plans as yet. Other challenges in the institution meant we were behind with our original plans. However we set up and implemented the AI ops group with success. The model helper with the culture and Comms piece.

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Knowledge management, organisation culture, knowledge development - maturity model helped with understanding the pillars of the framework. Ideas for how to improve towards a standard of excellence, we haven't developed any action plans as yet. Other challenges in the institution meant we were behind with our original plans. However we set up and implemented the AI ops group with success. The model helper with the culture and Comms piece.

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Agree whether the right hand side is always where we want to be

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Big exercise, tailoring the materials is really important to avoid it feeling overwhelming.

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Added additional stage to the maturity model: planning; AI focus on the maturity model; adapted for their use - some categories removed; a lot of work to get head around the whole model-but a good model and provides a good structure. *happy to share adapted version of the model. Action plan ready to take out to key stakeholders.

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Adapted the model for AI - added in planning and changed wording to make AI focused

Distilled and took out what was relevant to us

Categorized and mapped to different stakeholders

Structure good and consider everyone

Can share the model for AI for others to use

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Challenging 7 months of work - "choppy waters"; original grand plans not quite achieved; now understand the toolkit and have used in their AI project. The toolkit raised many issues not thought about regarding managing a major institution-wide project, including the need for a broader set of stakeholders. Worked through the maturity model as a checklist - identified what already doing and what they could/should do.

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Understand the toolkit and use in AI project with AI operations group with university

Give insights into how we can involve other levels

Maturity model - helped to explain the areas of the toolkit - checklist of things to consider. Yellow highlights of things to do

Realised the wider range of stakeholders are needed to involve

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Encourage tailoring and development of pathways to make it easier to engage with

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Maturity assessment was too detailed for RNCM for the position they are currently at

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High level focus on org. transformation strategy - holistic approach; 6 areas of the framework provided a good structure (tweaked a little bit); 12 stakeholder group had ownership, able to look at the topic from different perspectives; final list of key points and 3-4 key aims for each of the six areas to work on. When talking about digital, you can't help but talk about everything..

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Writing a holistic strategy for digital transformation -

Framework - 6 areas to use the structure for the strategy

Maturity model - didnt use at this stage and too much detail for where they are at the moment

Met staff across the institution to discuss each area of the framework - 12 staff come together.

Honed list of key points - strategic aims for action plan

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Size of institution influences how an institution can take up materials.

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Benefited from the framework structure to faciliate conversations with T&L, research, "Place & Partnership"; worked required on culture - no one leading from the top, tends to be fragmented. The framework has been a great enabler of dialogue across the institution.

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Structure helps to organise conversations - PVC T and L; Research; Place and partnership

Work on culture - no one is leading on culture

Framework - it enables dialogue

Needs a human link to link that to the framework eg reward and recognition

How is strategic initiative delegated to operational level

Now has a PVC - faculty of business and Law will now have digital remit

2 Faculties from 5

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Model used in implementation of new digital learning environment; model used with sub-groups; broken down into chunks; built into terms of reference and will be part of group review process; empowered groups to change their thinking; workshop a good starting point to sense check

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Used it to identify which elements were the primary priority

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Used the maturity model - split out areas relevant to us and took model to different sub groups

Breaking it down and making it applicable to the different groups

Been able to engage with the model - but also impowered the group to move forward

Engaged group going forward

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VC and exec brought together in a session - a big win; bring together different sections of the university with greater coherence; focus on culture and a shared direction of travel

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Digital culture is key - informing new L and T strategy for 2025

Getting VC, PVC and heads all in the same room to consider this

This is a shared direction and coherence

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Digital culture focus; on-site day was a great benefit in bringing senior staff together; focus on bringing the digital strategy to all areas and ensure more consistent adoption

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Organisational digital culture - on site day with senior heads and directors - coming together and engaged especially in relation to well being

Do have a digital strategy - some teams havent adopted the digital strategy and look at how this can be implemented and can evolve as needed.

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Survey sent to directors of digital services and heads of school; Jisc worked with the university on the results; focus on digital culture; 4 areas that are least mature identified, to be turned into an action plan

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Use the maturity model on organisational digital culture and senior leaders together to facilitate discussions and look at what actions need to take forward

Bring together to prioritise - recommends to consider

Re run maturity and also St Georges

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Grass roots bubbles of digital transformation have been enabled by the project - raised awareness of opportunities to "get stuff done"; whole day going through the framework was challenging - broken up into usable chunks as a result and limited scope of pilot agreed; more clarity around strategic direction, people now have more confidence to move forward; validation that staff are on the right track

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Grass routes take up on the framework - approached framework from different areas.

Worked with CIO and other areas which were outside of teams remit but focused on scope they could control.

More clarity on strategic direction

Validation that the strategy is the right direction forward

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Size of institution, changes to structure -reorganisational change

Coherence -sharing good practice

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The breadth of it is scary for some people; could it be simplified? Broken up into smaller chunks, to make more accessible? (though big for the right reasons).

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Committed - can see the wider value

Breadth is scary - how to make it into bite sized

Not lose breadth and value

Taster

Applied approach - project management and building evidence

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Framework commited to Excel - own version of the maturity model used in stakeholder engagement; glossary was a useful tool

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Framework - used excel before the model came out -

Stakeholder engagement and maturity levels in each of the themes and how closely that mapped well to strategy

Used the glossary

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Knowledge development section adapted to focus on academic staff; key issues: staff development; what are the rewards for following the strategy? (none at present)

Good stakeholder engagement; some outcomes bounced back at institutional level.

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Adapted knowledge dev to fit the curriculum

Staff dev was one of the key issues

Good engagement from IT, Quality and phycology

How do we implement that change when stakeholders dont engage

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Diagnostic approach to the maturity model would be a useful enhancement

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Use MS forms for the maturity model - radar graph of the outputs

Differences clearer

Diagnostic tool - would be helpful as an output

Easy way in to collaborate

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Maturity model used - created own Microsoft Form as well as using Online Surveys version; simple radar graph of the outputs used as a visualisation

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Useful that the model suggested appropriate job roles to include in the various sections; some of the questions weren't appropriate for all roles

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Lite version of the model as a starting point?

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Lite version of the model as a starting point?

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Could be used before the full maturity model is used

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Survey version of model used before focus groups, which discussed the results; challenge to get people to engage, but successful; Insights survey used as a follow up, which uncovered similar themes; used four areas of the framework! Meant that all parts of the university felt engaged, including some students.

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Maturity model - suggesting departments and areas which are relevant to the different areas of the framework

2 stager a maturity model - taster then more detail

Workshop with staff across 4 areas of the model

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Focus on knowledge development; survey not used, but developed two, two-hour workshops for staff; good cross section of participation across the institution (80 people); interesting views shared, not always about digital; outputs to be shared with the senior team; other pressures in the institution have pushed digital down the agenda a little

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Knowledge development

Workshops - 2 x 2 hour workshops with 80 staff from a cross section across the institution

Take actions to senior managers

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Framework used to make sense of digital for colleagues across the institution as part of digital strategy development exercise; used Jisc review of digital strategies; ChatGPT also used to review strategies; first draft of strategy expected Sept 2024; key topics have become more prominent, such as digital literacy and accessibility

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Write a digital learning strategy

Use the framework - borrowed from different parts

20 other strategies from other unis - what was in those and compared them to framework and used AI to compare the docs

Set the strategic direction for 5 years - VLE is fixed for 5 years

Involved students

Sept strategy will published and asking for help in analysing

Assigned sections of the framework to key roles across the uni

Accessibility - what does this mean?