Digital Transformation in Universities: Strategic Framework, Implementation Tools, and Leadership

Digital transformation (DX) is a bridge connecting today’s universities to the education landscape of tomorrow. In the Arab region, numerous nations have devised national DX plans that extend into higher education (HE). Successful DX necessitates the comprehensive implementation and understanding of technology, not only at an individual level but also at the university level. Therefore, DX is the systematic application of digital technologies to create innovative processes, products, and services. Within HE, the imperative need for DX is undeniable. In this book chapter, national and global countries were explored to identify their digital strategies. Embracing DX goes beyond technology; it necessitates the cultivation of a DX culture. A seven-pillar model is introduced that universities can adopt to instill a robust DX culture. The chapter also discusses the challenges that arise while implementing DX, and how they may be overseen. Given the multidimensional nature of DX, various supporting frameworks were investigated, which led to the proposed Australian University DX Strategic Framework which may be used as an instrument in advancing research in the realm of DX. The strategy comprises five overarching pillars: university digital culture; teaching and learning; research, knowledge, development and innovation; digital infrastructure; and digital impact. Each pillar has a set of Key Performance Indicators (KPIs) which measure the success of the strategy. In addition to the KPIs as an implementation tool, the Australian University DX Ambition Spectrum and DX Maturity Model are also presented as implementation tools. Universities are leveraging technology to enhance the overall educational experience, improve administrative efficiency, and foster innovation in teaching, learning, and research, thus creating a demand for digital leadership while incorporating a hybrid model that focuses on centralized and decentralized leadership. Moreover, this chapter is poised to provide substantial theoretical contributions to researchers focusing on strategy, implementation tools, and leadership in the context of DX in HE. The conclusions drawn within the Higher Education Institution (HEI) setting offer a foundation for recommending further research, particularly in the form of case studies on universities implementing DX across all their services.