Digital University Discussions: Address on digital transformation, technology integration, and data security measures

As part of the Erasmus+ GREENKG project, the International Higher School of Medicine conducted a digital maturity assessment of the institution, covering key aspects such as strategy, infrastructure, data, ethics, staff training, and the management of digital transformation.

1) Alignment of IT Digital Strategies with Transformational Goals:
Efforts are underway to align IT digital strategies with transformational goals; however, they do not yet reach the full institutional strategic level. Further integration is needed to ensure a comprehensive and cohesive approach.

2) Emerging-Technologies Team or Role:
An emerging-technologies team or role has been established to guide the adoption and scalability of emerging technologies, demonstrating a proactive approach to staying abreast of technological advancements.

3) Change Management Practices:
Change management practices and policies are in the early stages of implementation. While some progress has been made, there is still a reliance on tradition, indicating the need for a more proactive approach to identifying change opportunities.

4) Importance of Analytics and Data Strategy:
While recognizing the importance of analytics and data-informed decisions, a clear data strategy has not been defined. Further development is required to leverage data effectively for institutional objectives.

5) Standardization of Data Infrastructure:
Key parts of the data infrastructure have been standardized, and essential data elements are exposed through standardized interfaces, showcasing a commitment to data organization and accessibility.

6) Data Governance and Ownership:
Data governance and ownership efforts are underway, though not fully established. The understanding of data and its governance is progressing, indicating a commitment to data integrity.

7) Institutional Dx Goals and Data Definitions:
Institutional Dx goals are not yet established, and while there's evidence of developing data definitions for the Dx process, more clarity is needed in defining institutional objectives.

8) Data Literacy and Fluency:
Understanding the importance of data literacy, efforts are initiated to enhance workforce competencies through training, policies, and processes, reflecting a commitment to building a data-savvy workforce.

9) Initial Data Infrastructure and Analytics Strategy:
Initial data infrastructure may be in place for pilot projects, but a comprehensive analytics strategy is lacking. Further development is needed to establish a robust data analysis framework.

10) Data Privacy and Ethics:
The institution recognizes the importance of data privacy and ethics, with ad hoc efforts and policy drafting in progress. More systematic approaches are required for effective implementation.

11) IT Governance Alignment:
IT governance attempts to align IT investments with institutional priorities, demonstrating a commitment to strategic alignment, though improvements in the alignment process are possible.

12) IT Staff Training in Higher Education Business:
IT staff receive occasional training or mentorship regarding the business of higher education, indicating room for improvement in ensuring a holistic understanding of institutional objectives.

13) Technology Funding Model Overhaul:
Plans are in motion to overhaul the technology funding model, but the pace of change is slow. Accelerated efforts are necessary to ensure a more agile and responsive funding structure.

14) Centralized Technology Services:
The institution is moving towards centralizing technology services or outsourcing, showcasing adaptability to evolving technological service delivery models.

15) New Roles and Competencies:
New roles are assigned ad hoc, with some inclusion in job descriptions. A more systematic approach is needed to align roles with evolving technological requirements.

16) Liaison Roles with Other Departments:
IT staff involvement in liaison roles with other departments occurs only occasionally, indicating a potential for increased collaboration.

17) Traditional Academic Disciplines:
Academic disciplines remain traditional and separate from each other, suggesting opportunities for interdisciplinary collaboration and innovation.

18) Importance of Competencies:
Competencies like communication, relationship management, and teamwork are not universally viewed as crucial. A more widespread effort is required to emphasize their importance.

19) Leadership Support for Professional Development:
Leadership actively supports the professional development of continuous improvement and service management competencies across the institution, signaling a commitment to staff growth and excellence.