Defining Value in Universities: Beyond Activity to Impact

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Are we misunderstanding value in universities? It is not a funding problem. It is a definition problem. I sit in meetings every week where “value” is described as: – delivering a new system – launching a new process – implementing a new platform – being flat out busy That is not value. That is activity. If we are serious about value, then we need to answer one simple question: What is different six months after we do this? Not what did we build. Not how hard did we work. Not how many milestones did we tick off. What actually changed? Did we: • Save money in a measurable way? • Reduce institutional risk? • Increase revenue or protect it? • Improve capability in a way that compounds? • Speed up delivery elsewhere? • Strengthen reputation in a way that matters? If none of those shifted, then we did not create value. We created motion. And motion is seductive. It feels like progress. It fills slides. It keeps teams busy. But it does not necessarily move the institution forward. For me, value is the answer to “so what?” “So what we implemented the new system?” “So what we redesigned the workflow?” “So what we migrated to the new platform?” If we cannot clearly articulate the outcome at the very beginning, then prioritisation is already broken. The essential step that is often missing is forcing the uncomfortable sentence: In six months’ time, this will have changed because… If that sentence is vague, the initiative probably is too. Delivery is important. I run delivery teams. I care deeply about execution. But delivery without a defined shift in cost, risk, revenue, capability or speed is just well organised busyness. And universities are exceptionally good at busyness. How is “value” defined and measured in your institution?

I agree, facilitated outcomes drive business impact, not an IT output. So what we have a new shiny system, what does it enable?

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