port wider organisational strategic aims. Professor Georgina Andrews, Vice chancellor, Bath Spa University said of the pilot: “It’s about being authentic, it’s about showing that not only is a strategy something that we’ve committed to in paper, but that we actually commit to in practice. So that’s why it’s important that this isn’t a project that is simply left to the IT department. It needs to be across the whole of the University, and it needs senior level buy-in and support across all parts of the university.”
Focusing on libraries, the DTLL The DTLL will support libraries in contributing to cross-institutional dig- ital transformation conversations and influence decision making. The document will offer a focused view of the framework through the lens of university library and archive services.
Download the 2023 Jisc publication Framework for digital transformation (DT) in higher education here
https://tinyurl.com/2625dd82.
l Knowledge development; l knowledge management and use; l knowledge exchange and partnerships; l digital physical infrastructure.
Each element is then broken down further. For example, the organisational digital culture element is made up of:
l Digital culture and mindset; l organisational identity; l organisational wellbeing; l organisational change.
Essential to making digital transformation work across an organisation is the estab- lishment of a shared language around digital change, fostering data-driven decision-making and cultivating dynamic organisational cultures where individuals are equipped with the skills and enthusi- asm to embrace digital evolution. It is important to note that some aspects
of, and critical success factors for, digital transformation cut across the whole frame- work. These include leadership, strategic vision, appropriate investment, equity, diversity and inclusion, sustainability, stakeholder engagement, security and safety, international activities, staff training and development, and digital wellbeing.
Piloting the framework
Earlier in 2025 we published the results of our research pilot with 24 higher educa- tion providers (
https://tinyurl.com/JiscIPA25) to validate the success factors for effective digital transformation.
During the pilot, HE providers used the toolkit in different ways to suit their
Autumn 2025 ongoing work, including:
l To assist with the redevelopment of an organisational digital strategy (for exam- ple, Royal Northern College of Music and University of Worcester);
l to benchmark whole-organisation digital maturity (Bath Spa University);
l to consider how organisational digital culture might impact the successful inte- gration of new digital infrastructure (for example, University of Chester, University of Hull and University of Manchester);
l to reflect and support the development of new learning and teaching programmes (for example, University of St Andrews);
l to explore ways to achieve organi- sational strategic goals for educational excellence (for example the development of an AI strategy at Queen’s University Belfast and the Digital Learning Trans- formation Project at Sheffield Hallam University);
l to support international partnership development (for example, Université Côte d’Azur, France);
l to provide evidence to inform decision making and identify priorities (for exam- ple, University of Westminster);
l to benchmark current digital maturity in specific areas as a baseline against which to measure future improvement (for example, City St George’s, University of London).
In all these cases, the HE providers that used the toolkit are in the process of transforming the ways they use digital technologies – and are doing so because they expect their change initiatives to sup-
Some libraries include broader func- tions that may not be traditionally seen as library operations or services (such as student services or scholarly communica- tions) so the lens offers a broad perspective and includes example activities which can be undertaken by libraries to support DT in the wider organisation of the university. The lens was produced with input from the DTLL working group and representa- tives from the Society of College, National and University Libraries (SCONUL), Research Libraries UK (RLUK) and CILIP but we believe it could be adapted to many types of organisations active in the information management space, not only libraries.
We will be publishing the lens in September 2025 and are already in the process of establishing another set of research pilots, with some of our part- ners from the working group, to test the lens in their own context. We very much look forward to sharing the results of the pilots, which will run until July 2026, in the form of reports and case studies. In the meantime, look out for the library lens document and related introductory guides to it. It is a complex document, but it is designed to be adaptable to many institutional situations and to be used to support processes in relation to broader digital and organisational strategies. We welcome feedback on the lens so please feel free to get in touch with Peter Findlay (
peter.findlay@
jisc.ac.uk) if you have ques- tions or feedback. Peter will be writing a follow up article to provide an update on the DTLL pilots in the next issue of Infor- mation Professional. IP
Reference 1. Brown et al. Digital Transformation Signals: Is Your Institution on the Journey? Enterprise Connections (blog), EDUCAUSE Review, May 12, 2020.
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