Making Digital Change Happen
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Slides for talk on "Making digital change happen" given by Melanie Read, University of London at the IWMW 2017 event.
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Making Digital Change Happen
- 1. Making digital change happen Melanie Read Head of Digital Melanie.Read@London.ac.uk @melaread
- 2. Who is the University of London? All Universities are different, but some – to take liberties with George Orwell’s words – are more different than others. University of London is a loose federation of 18 autonomous member institutions and 9 specialist research Institutes, with over 170,000 students based mainly in London and a number of highly acclaimed central academic bodies and activities.
- 3. Where to start • Historically there had been no centralised leadership for digital. • Individual departments and units developed there own online presences. • Audited all the websites, systems and platforms to identify what the task involved.
- 4. A clearer picture • Over 100 websites linked to central University. • Multiple social media accounts on multiple of platforms. • Several different payment gateways online. • Mixture of “CRM databases”. • Events listing and booking in multiple systems. • Security is patchy in places. • No consistent development frameworks.
- 5. So what? Having multiple websites has resulted in: • Poor SEO – search engines not picking up the key data due to the plethora of sites. • Diluting the University of London brand. • Creating a confusing and poor user experience. • Costly and time consuming to maintain. • Vulnerable to cyber-attacks.
- 6. The plan • Developed a three year digital strategy. • Set up a governance framework and polices. • Widely communicate with stakeholders to understand what we are doing and why. • Developed an ongoing training programme from staff.
- 7. Key aims from the strategy Communicate our work to our in an innovative and engaging way. Develop integrated digital systems within the central departments. Build flexibility into the systems, a high quality user experience and robust security.
- 8. Forming a structure IT Governance Group Digital Working Group Web Governance Policy Social media policy Digital Branding E-commerce policy Enterprise architecture group Intranet Champions Groups Change control board
- 9. Change the way we work Running training for colleagues at all levels: Setting SMART KPIs for digital actives. Getting the most out of Google Analytics. How to run focus groups. UX one day conference. Value of social media.
- 10. Next three years • Collaborate. • Bring support into one place. • Use date to measure and improve what we do. • Support digital innovation. • Reduce and rationalise what we have. • Content not websites.
Notas del editor
- Mentions smaller specialist through to City, UCL 50K students studing through blended learning via a local teaching institution or purely via online learning Room 101 is in senate house and is rumoured to be the building which insprired 1984 If I could put one thing in there it would be all of the website Uni of London currently has
- When I first joined, in June last year I quickly identified our current website was: Poor design and UX – course search Navigation represents internal department Wasn’t responsive and works poorly on mobile devises Search is poor Seen a decline in visitors numbers Content isn’t engaging Actually is was easy to see I could quickly re do the main corporate website. But actually in do this we’d just make the same mistakes – fundamentally thing had to change within before we tackled the websites flaws Talk about this journey – where we are at today and the way forward.
- Audited all of our digital presence. Pressing issue was to sort out all the websites. I also need buy in from the top. I’ve work on a digital One university
- Poor SEO – search engines not picking up the key data due to the plethora of sites. Sites not meeting best practice Not responsive. Not written in an SEO friendly way. Not developed with SEO in mind. No consistent naming terms. No taxonomies to link content to. Diluting the University of London brand. Multiple logos, so easy to distrust the site No consistent navigations so users having to re learn navigation as they move between sites. Design is poor because every new site starts with requiring a whole design rather than having a framework as a starting point. Messaging is not consistent which creates user confusion as to who we are. Writing in different styles so not focusing on our core audiences. Amasing domain names – not selling these eg London.ac.uk History.ac.uk etc Creating a confusing and poor user experience. No search across all the sites so very difficult to find information. Have to have multiple accounts for paying for things. Eg Book an events, tuition fees, graduation ceremony, buying a souvenir teddy! Users give up. Costly and time consuming to maintain. Every site requires at least 1 member of start to maintain, but rather than being a content expert, they are also having to be a developer, understand hosting, designer, security expert, etc… Spending a huge amount of money in lots of pockets so once added up across the piece east to see if this money had been brought together over 3 years which could have had a substantial budget for projects. Vulnerable to cyber-attacks. Multiple sites has meant patching hasn’t always been consistent. Formal support agreements haven’t always been in place so after site is built there’s been on to maintain the platform. Hosting has been a dedicated box which is managed by an individual rather than a dedicated person. Hosting is costly because every site has had it’s own box rather than partitioning servers. Not scalable so servers are build around peak times of the year rather than responding to peaks and troughs. Social media – often no vision (email address and a dream but no understanding of what you want to achieve, who your audience is) or joined up approach on key campaigns
- I had to get buy in from the top Buy in from VC executive Group, SMT to front line staff at the coal face working on websites - gone to the top and worked across all levels at the uni as Bonnie said yesterday "Skin in the game" not the front facing people who are actually using the system Widely communicate with stakeholders to understand what we are doing and why. Widely communicate with colleagues within the university so they understand the issues and what I want to achieve. It’s not about taking things away from people but understanding the value of sharing resources for the greater good. Supporting member instructions who get a lot of referral traffic from us, how we can better communicate the relationship and they can capitalise on this online. and students. Developed a three year digital strategy Inline with the University’s strategy plan of 4 years Why we need a strategy. Overview of current activities. Reasons we have to change. Vision and way forward Who we want to target. Set up a governance framework and polices. Include SM Web development Brand guideline for digial Framework Jira to log user stories Basecamp Central Git hub account and sharing code Developed an ongoing training program from staff. Education them in the value of doing digital well. Giving then the tool they need to do their job
- To communicate our work to our stakeholders in an innovative and engaging way which builds trust and value in the University of London. To develop integrated digital systems within the central departments which streamline processes and offer effective and efficient use of resources. To build flexibility into the systems that allow for future developments while maintaining a high quality user experience with robust security.
- Digital steering group which is a temp group to approve the strategy and governance. Don’t have a change control board – still not sure how this will work Digital working group Talk about it’s members represent users groups rather than departments to shift away from thinking about departments silos into focusing on users. Still don’t have change board. Andrew Miller talking about Dundee
- Setting SMART KPIs for digital actives. Often doing things because written into a research funding to have a website. Shift this to digital content – so could be a web page, a blog, a series of social media posts, etc. Why does it need to be a website – think about the audience. Even information driven websites require regular reviews to understand what’s working and what isn’t, and why. Getting the most out of Google Analytics. Brought GA into one account so I can understand the flow of traffic. See where we need to make improvements. GA a bit of a dark art – commercial orgs will have at least one dedicated person. How to run focus groups. Getting more familiar with talking to our users. Not very good at doing this. Often decisions are made by department heads, or signed off by them. Difficult to push back on these without evidence – however we are evidence based organisations therefore need to bring this into online research of our websites. UX one day conference. Ties in with focus groups. Demystifying UX. Practical day where you can explore how to do user research, what makes good UX design, how to test your site testing (AB testing etc), how to run evaluation. Value of social media. Often overlooked by managers. Writing for the web training
- Collaborate. Biggest win has been bring together two websites interntional programme and London site. Shifting the emphases on Student recruitement and enhancing out brand If staff come to me I quick ask does it recruit students or enhance the brand if not not doing it Big communications piece internally Gives direction and work out student recruitment and having a primary role Change the culture of how we do web in our organisations Internal Culture - do take a long time, but I had buy in from SMT who will support and put their foot down Communications plan and listen to people - walking into room with peoples arms crossed Pattern library and rolling this out across. Creating an environment for better, stronger joint working between the different departments across the University. Equip colleagues with the changes in the digital arena and benefits of having a holistic approach to digital communications. Roll out an ongoing training programme to support these policies so that staff feel equipped. Link in with the values from Programme Beveridge – moving to remote working and share spaces. Moved in Summer Bring support into one place. Clear SLAs and areas who don’t have website support will need to demonstrate they have the processes inhouse to support security patching, and protecting us from attacks. Use date to measure and improve what we do. Use data analysis research to better understand what is working and what is not. Publish the findings from this research regularly. Audit all current websites and agree a longer term management plan for them. Bring together Google Analytics into one account. Set targets for digital outputs. Support digital innovation. Provide greater support to those initiatives within the University whose digital activities do make a difference and impact the University in a positive, measurable way. Develop guidance and policies on best practice for creating and maintaining websites: accessibility, content removal, development standards (including coding standards), testing requirements (including device and browser support), writing style, design style and crisis management. Reduce and rationalise what we have. Rationalising the large number of websites. Merging, where appropriate, departmental websites and their content, CMS and hosting onto a shared web service. Supporting this by a set of common set of standards to underpin all of the University’s digital delivery. To restructure and redesign the current University of London website incorporating the new brand guidelines. Replace the old Typo3 CMS with Drupal 8 to give the University a more flexible and scalable website. Roll out Drupal 8 across all websites and the default CMS. Develop a consistent brand for all websites and roll this out across the piece. Develop a master WordPress template for all blogs. Move to the concept of having fewer websites in line with One University (p8 Operating plan 2015-16) Content not websites. Content created correctly can then be repurposed to suit the needs of numerous community members, and is likely to reach a far broader, and more relevant audience. Encourage departments to concentrate on content elements, rather than individual digital properties. Clearly define the expected impact from any digital activities; websites, social media, content creation and supporting systems at the start. Develop SMART objectives for these activities.
- Conclusion In the last year, externally our digital presence hasn’t changed a great deal. Internally we’ve made huge progress in the way we work and set the foundations for change. Moved to a new space, number of big projects kicking off Redesign London and international programmes website to make them more joined up. Introducing online brand and pattern libraries – taking steer from the work St Andrews are doing in this area. Changing our finance systems and developing smarter ways of paying for our customers both suppliers. DAM system to store and share our assets across the business Requirements gathering for CRM. Talk about this journey – where we are at today and the way forward.