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Digital Initiatives in Education: What
to Prioritize and Where to Invest
Saher Mahmood Robert Yanckello

Assoc Principal Analyst Sr Director Analyst, KI Leader
It is not the strongest of species that survives,
nor the most intelligent that survives.
It is the one that is most adaptable to change.
-CHARLES DARWIN (1802-1889)
1 2 3
Background
Education’s Where Next?
Response
1 2 3
Background
Response
Pandemic impact across sectors
As of March 2021, undergraduate enrollment is -5.9%
Community colleges worst hit at -11.3%
At the peak of school closures in April 2020,

94% students worldwide – or 1.6 billion children –
were out of school.
Around 700 million students continue to study from home in 2021.
Source:
https://www.studentclearinghouse.org/
https://www.worldbank.org
Ideal recovery
So, what does
response, recovery and renewal

in the education sector look like?
1 2 3
Background
Response
A balanced ecosystem
FACULTY &
ADMINISTRATION
STUDENTS
EDUCATION
INFRASTRUCTURE & IT
Education was slowly moving toward
digital
And then COVID happened
Digital Business Acceleration
Pace of change of your digital business initiatives as a result of the COVID-19 pandemic
Significantly Slower Slower Somewhat Slower No change in pace Somewhat Faster Faster Significantly Faster
0% 24% 8% 41% 20% 7%
68% respondents saw increased adoption of digital initiatives
n=60 ; Education Industry Respondents, excluding "Unsure/NA".

Source: Gartner 2021 Innovation in Crisis Survey
Top THREE Business Goals, Before-Since-Future
% of Respondents Who Selected the Goal
Before the onset of COVID-19 As a result of COVID-19 Expected in 2021
44%
42%
37%
37%
33% 32% 33%
33% 32%
29% 29% 31% 31% 29%
28% 26% 26% 28% 29% 26%
24% 24% 23% 25%
24%
21% 20% 20%
19% 18%
16% 16% 17%
Efficiency & Business Product & Innovation & Customer Marketing & Employee Security, Sales Globalization, Business
Cost Growth Service R&D (Cycle Experience Brand Impact Engagement Safety & Risk Performance Expansion Profitability
Optimization (Revenue, Quality Times, Spend) and Mitigation (New and/or (Margin,
Balances, Productivity Customers, Consolidation Income, ROE)
Customers, Retention,
Market Share) Cross-sales)
Q: What were your business's TOP THREE most important business goals at the beginning of 2020, how have they changed as a result of COVID-19, and expected goals in 2021
44%
42%
37%
37%
33% 32% 33%
33% 32%
29% 29% 31% 31% 29%
28% 26% 26% 28% 29% 26%
24% 24% 23% 25%
24%
21% 20% 20%
19% 18%
16% 16% 17%
44%
42%
37%
37%
33% 32% 33%
33% 32%
29% 29% 31% 31% 29%
28% 26% 26% 28% 29% 26%
24% 24% 23% 25%
24%
21% 20% 20%
19% 18%
16% 16% 17%
Colleges that thrived
Early Movers
Arizona State University

➢ Invested in online and hybrid education for years
➢ Overall enrollment +7%
➢ ASU Online enrollment +19%
Source: National Student Clearinghouse data
Early Movers
University of Central Florida

– Have integrated online and hybrid into its
main operations well before 2020
– Overall enrollment +3%
– Online programs enrollment +18%
Source: National Student Clearinghouse data
Enterprises Will Rebalance Their Technology Portfolios
Changes in Technology Investments
Percentage of Higher Education Respondents
Percentage of Higher Education Respondents Decreasing Investment (n = 199) Percentage of Higher Education Respondents Increasing Investment (n = 221)
Cyber/Information Security 0% 74%

Cloud Platforms 2% 49%
Business Intelligence/Data Analytics 2% 42%
Digital Workplace 5% 38%
Integration Technologies/APIs/API Architecture 1% 35%
Digital Business Transformation Initiatives (Including Digital Marketing) 2% 34%
Total Experience Solutions 2% 31%
Legacy Application Modernization 19% 30%
Business Continuity Management 1% 25%
Legacy Infrastructure and Data Center Technologies 44% 20%
Connectivity 3% 17%
Artificial Intelligence/Machine Learning 1% 16%
Enterprise Resource Planning 10% 16%
Hyperautomation 1% 11%
Containerization and Orchestration of Application Workloads 4% 10%
Human Augmentation 3% 9%
Digital Media 4% 8%
Internet of Things 4% 6%
Product Portfolio Management Tools 3% 5%
Next-Generation Compute Technology 4% 3%
None 34% 0%
85% 0% 85%
n varies by question, Higher Education respondents, excluding not sure
Q. What are the technology areas where your enterprise will be spending the largest amount of new or additional funding in 2022 compared with 2021?
Q. What are the technology areas where your enterprise will be reducing funding by the highest amount in 2022 compared with 2021?
Source: 2022 Gartner CIO and Technology Executive Survey
Technology Budget Changes
% of Respondents
15%
23% 68%
28% Increase by more than 5%
35% Increase by 5% or less
18% No Change
55% Decrease by 5% or less
22%
22% Decease by more than 5%
13%
15%
7%
2020 Technology Budget Change 2021 Expected Technology Budget
Due to COVID-19 Change Due to COVID-19
Q: As a result of the COVID-19 pandemic, how did your business's technology budget change from the planned value that was decided for 2020
Q: As you plan for 2021, how do you expect your business's technology budget to change in the next fiscal year compared to the current value
Understand Drivers of Change to See
What’s Next
Students Workforce
Revenue Market Share
Access Crisis
1 2 3
Background
Response
What to Prioritize
Where to Invest
Polling Question 1 of 1
How to participate in our polling
What approach will you prioritize for If you are in full screen mode – click Esc
digital initiatives in 2022? The poll question is on the “Vote” tab.
Please click the box to make your selection.
Upon voting you will see the results.
Thank you!
A. A Collaborative Culture for IT
B. Agile Ways of Working with Digital Capabilities
C. Dynamic Funding for IT Q. Polling Question
D. All (please choose 1 answer)
E. Other A. Answer
B. Answer
C. Answer
D. Answer
E. Answer
What to Prioritize
Since COVID-19, Approach To Digital Initiatives
Approach A Neutral Approach B
Predictive approach to new Agile approach to new digital

digital capabilities capabilities
Ways of Working 19% 20% 61%
Decentralized decision-
Centralized decision-making structure making structure
Decision rights 24% 31% 46%
Fewer layers of org structure/
Multiple layers of org structure multidisciplinary
Organizational
18% 26% 56%
structure
Funding at pre-decided intervals Funded dynamically
Financials 10% 25% 64%
Intelligent tech to enable
Remove lower value-added tasks decision-making
Tools at Workplace 20% 24% 56%
Culture has a limited role Culture plays a central role

Business culture 3% 21% 76%
Fail-safe mindset Experiment/ Learn-fast mindset

Leadership Support 23% 28% 49%
Initiatives identified and scaled at
Individual groups pursue initiatives enterprise level
Breadth of focus 24% 39% 37%
In response to the COVID-19 pandemic, please select the option on the scale that best reflects your business’s approach to the following aspects
A Culture of Business-IT Continuum
Business Innovation
Central Business Business

IT Technologists Users
Technology Innovation
Technology Innovation

Organizational
18% 26% 56%
structure


Focus on the Institution
Focus on the institution as a

whole — and on building
Siloed Approach
multiple capabilities.
Don’t get stuck in silos
Focus on Stakeholders
Neutral
Don’t focus Start with your stakeholders

on the and use the tools of TX and CX
technology to understand their journeys

Organizational
18% 26% 56%
structure


Budget Changes for 2022 Will Vary Widely by Industry
Expected Change in Revenue and Change in IT Budget From 2021 to 2022
Average Percentage Change Revenue IT Budget
Transportation (n = 64) 10.8% 6.0%

Retail (n = 73) 8.7% 4.9%
Banking (n = 242) 7.8% 4.3%
High Composability (n =130) 7.7% 4.2%
Automotive (n = 53) 6.8% 3.3%
Life Sciences (n = 55) 6.5% 5.2%
Asset-Intensive Manufacturing (n = 248) 6.1% 3.3%
Oil and Gas (n = 34) 5.8% 5.0%
Consumer Goods (n = 132) 5.8% 4.5%
Insurance (n = 89) 5.1% 2.7%
Medium Composability (n = 1,699) 4.9% 3.6%
CSP (n = 36) 3.4% 2.1%
Low Composability (n = 285) 3.4% 3.1%
Healthcare Providers (n = 109) 3.4% 3.0%
High Tech (n = 58) 3.1% 1.8%
U.S. Healthcare Payers (n = 28) 2.1% 1.5%
K-12 Education (n = 28) 1.5% 3.1%
Utilities (n = 72) 1.2% 3.7%
Government (n = 217) 0.9% 2.5%
Higher Education (n = 204) 0.3% 2.7%
0% 6% 12% 0% 6% 12%
n varies by segment, CIOs and technology executives answering, excluding not sure
Q. By what percentage do you expect your enterprise’s revenue/overall budget/turnover to increase or decrease from 2021 to 2022?
Source: 2022 Gartner CIO and Technology Executive Survey

Organizational
18% 26% 56%
structure


Composable
Business Architecture
Composability is key
to digital agility and
Composable Composable
acceleration in Technology Thinking
education
Where education CIOs are
Investing
Digital Capability Map
What we
need to do!
Improves Organizational ROI

Organizational Efficiency
Security & Cloud Efficient Learning
Corporate
Infrastructure, Hot Spot Management Systems
Green Light
HR, Finance and SIS (LMS)
Identity Access Consumerized webservices

Management (IAM) Enabler Peoples Choice like Social Media streams,
Parking App
What’s in it
for me!
Improves Stakeholder Experiences

39
© 2021 Gartner, Inc. and/or its affiliates. All rights reserved.
Personal Productivity
Technology Perceptions About Recovery
% of Respondents who selected Technology to play a key role in recovery
45%
43%
40%
35%
33% 33%
28%
27% 27%
Collaboration Cloud Security, Privacy Analytics & IOT (smart Learning Automation Tools AI (Voice, Nudge, Customer
tools (Slack, Technology Risk, Compliance Business Campus) Environment (RPA, OCR, NLP, Bots) Relationship
TEAMS) (Saas, Paas, Intelligence systems (LMS, Biometrics) Management
Iaas) (Private, Proctoring, (CRM)
Public) Assessments,
PClabs)
Q: Which of the following technologies do you expect to play a key role for your business to recover from the COVID-19 pandemic
Top Areas For Digital Tech Investment
% of Respondents who selected the business area
Cost savings/ operational efficiency 49%
Analytics & business intelligence 39%
Operational agility and speed to change 39%
Student experience 37%
New program or service creation 32%
New business model development 27%
Risk management and regulatory compliance 27%
Existing Curriculum and degree program improvement 25%
Student Recruiting & Admission 24%
Q: In response to the COVID-19 pandemic, what are the top 3 areas of your business that you are looking to impact by investing in these digital business technologies
Recommendations
Security and Risk Mitigation
Learn well from the publicized hacks and breaches especially 2020 incidents
such as the Blackbaud data breach and SolarWinds attack which are
reminders of the unknown vulnerabilities and widespread security threats
institutions face on a daily basis.
Partner with the security office to ensure strong backup and incident response
plans to prepare against attacks that can’t be prevented or detected.
Improved Student Experience
Track and maximize engagement and ensure institutional outcomes by

investing in technologies like CRM and smart campus.
Prioritize end-user experience and work backwards on suitable technology

deployment
Leverage Analytics - adaptive learning, and personalization for students

moving at differing pace to address equity and access issues.
Workforce Engagement and Productivity
Faculty Engagement – preserve the momentum gained around new

approaches to teaching by embedding these into the overall framework for
delivery.
Operational Equity & Productivity – increase the percentage of automated

business processes, thereby relieving the staff from manual intervention and
increasing their capacity.
Digital Adoption
Multi-stakeholder Governance – partner and build consensus by engaging

all stakeholders, to facilitate the enterprise-wide adoption of digital initiatives.
Harness Momentum – Assess the changes made during the peak of the
pandemic, identify critical success factors for your organization and move to
embed these into everyday practice.
Workplace Digital Transformation
Flexible and adaptable digital learning infrastructure – ensure secure

student communication and engagement, even when remote.
Eg – a blend of “structured” as well “social” learning can be achieved with the

right combination of learning management systems (LMSs) and collaboration
tools.
Cloud First – Scale, Secure, Agile and Resilient.

Although these investments may be cost-intensive, they can free up resources
for other more critical tasks.
Security and Risk Mitigation
Improved Student Experience
Workforce Engagement and Productivity
Digital Adoption
Workplace Digital Transformation
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Appendix
Methodology for Gartner Surveys
2022 Gartner CIO and Technology Executive 2021 Gartner Innovation in Crisis
Attribute Survey
Survey
Time Frame Conducted online Conducted online 2020
May 2021 through July 2021
Seniority of Most senior IT leader (CIO) for their overall Decision-makers and influencers of their
Respondents organization or a part of their organization (for organization/BU’s digital business strategy,
example, a business unit or region). CXO’s, IT leadership roles and business
leadership roles.
Sample 2,387 respondents, from all geographies and 1,215 respondents from all geographies and
Representation industry sectors (public and private).** industry sectors (public and private).**
Survey Design Developed by a team of Gartner analysts. Developed by a team of Gartner analysts & CIO
Contributors Financial Services QUADS Team.
Reviewed, tested and administered by Gartner’s
Research Data and Analytics team. Reviewed, tested and administered by Gartner’s
Research Data and Analytics team.
**Disclaimer: Results do not represent global findings or the market as a whole but reflect sentiment of the respondents and companies surveyed.
Hype Cycle for Higher Education, 2021
Hyflex Classrooms
Quantum Computing HIP
AI in Higher Education
Digital Integrator Technologies
Immersive Technology in Education
Emotion AI 5G
Smart Campus
EXPECTATIONS
AV Over IP in Education Blockchain in Education
Learning Experience
Platforms
Scenario Planning
Self-Integrating
Applications iPaaS for Data Integration
Design Thinking
Citizen Developers
SaaS as a Platform
Digital Assessment
Bidirectional
Brain-Machine SaaS-Delivered IAM
Interface
SaaS for SISs
Adaptive Learning Platforms
Education Analytics
Chatbots Master Data Management
Digital Credentials
Citizen Integrator Tools As of July 2021
Innovation Peak of Inflated Trough of Slope of Plateau of

Trigger Expectations Disillusionment Enlightenment Productivity
TIME
Plateau will be reached: <2 yrs. 2–5 yrs. 5–10 yrs. >10 yrs. Obsolete before plateau
Hype Cycle for K-12 Education, 2021

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Saher Mahmood Robert Yanckello

It is the one that is most adaptable to change.

-CHARLES DARWIN (1802-1889)

At the peak of school closures in April 2020,

Around 700 million students continue to study from home in 2021.

response, recovery and renewal

And then COVID happened

0% 24% 8% 41% 20% 7%

68% respondents saw increased adoption of digital initiatives

n=60 ; Education Industry Respondents, excluding "Unsure/NA".

Before the onset of COVID-19 As a result of COVID-19 Expected in 2021

Before the onset of COVID-19 As a result of COVID-19 Expected in 2021

Before the onset of COVID-19 As a result of COVID-19 Expected in 2021

Arizona State University

Source: National Student Clearinghouse data

University of Central Florida

Source: National Student Clearinghouse data

Cyber/Information Security 0% 74%

28% Increase by more than 5%

35% Increase by 5% or less

Revenue Market Share

Predictive approach to new Agile approach to new digital

Culture has a limited role Culture plays a central role

Fail-safe mindset Experiment/ Learn-fast mindset

Central Business Business

Predictive approach to new Agile approach to new digital

Culture has a limited role Culture plays a central role

Fail-safe mindset Experiment/ Learn-fast mindset

Focus on the institution as a

Don’t focus Start with your stakeholders

Predictive approach to new Agile approach to new digital

Culture has a limited role Culture plays a central role

Fail-safe mindset Experiment/ Learn-fast mindset

Transportation (n = 64) 10.8% 6.0%

Predictive approach to new Agile approach to new digital

Culture has a limited role Culture plays a central role

Fail-safe mindset Experiment/ Learn-fast mindset

Improves Organizational ROI

Identity Access Consumerized webservices

Improves Stakeholder Experiences

Cost savings/ operational efficiency 49%

Analytics & business intelligence 39%

Operational agility and speed to change 39%

Student experience 37%

New program or service creation 32%

New business model development 27%

Risk management and regulatory compliance 27%

Existing Curriculum and degree program improvement 25%

Student Recruiting & Admission 24%

Track and maximize engagement and ensure institutional outcomes by

Prioritize end-user experience and work backwards on suitable technology

Leverage Analytics - adaptive learning, and personalization for students

Faculty Engagement – preserve the momentum gained around new

Operational Equity & Productivity – increase the percentage of automated

Multi-stakeholder Governance – partner and build consensus by engaging

Flexible and adaptable digital learning infrastructure – ensure secure

Eg – a blend of “structured” as well “social” learning can be achieved with the

Cloud First – Scale, Secure, Agile and Resilient.

Improved Student Experience

Workforce Engagement and Productivity

Type your question here…