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The Three Musketeers 
and the need for role clarity and allegiance to Higher Educations 
HCM objectives 
Rob Scott : Globa...
Athos, He seems immune 
to romantic feeling, though we learn 
late in the story that this hasn't 
always been the case. He...
Porthos A man who places 
particular importance upon physical 
appearance, refined language, and 
leisurely hobbies, pursu...
Aramis A deeply religious 
younger Musketeer, highly focussed on 
improvement 
Photograph: Larry Horricks/BBC 
robscottins...
D’Artagnan The name 
which has the meaning of “leader” 
and who is responsible for 
introducing the motto “ All for one, 
...
“All for one and one for all” 
Photograph: Larry Horricks/BBC 
robscottinsyd 
© 2014 Presence 6 of IT – Confidential & Pro...
The Digital Impact 
Narrow view of digital 
transformation. 
© 2014 Presence 7 of IT – Confidential & Proprietary 
Automat...
IT vs CIO 
IT 
IT is a general skill, not a 
specialist skill, this is 
creating many more 
stakeholders 
© 2014 Presence ...
IT vs CIO 
IT 
In the era of digitalization, the 
CIO must help IT focus on 
business models, treat colleagues 
as partner...
IT vs CIO 
IT 
More stakeholders across the 
organization means more risk of 
diversion. The CIO can help the 
various sta...
IT vs CIO 
The CIO can help determine how 
IT focus on both maintenance and 
innovation. The CIO must become 
the: 
IT CIO...
IT vs CIO 
CIO 
Must focus on both doing the right 
things and doing things right. 
IT CIO 
IT 
Must ensure the capabiliti...
HR 
HR 
The Architect 
Stop owning the people processes. 
Instead become the architect. By 
creating the right context in ...
HR 
HR 
The Data-Strategist 
HR will work on becoming 
evidence-based. That entails not 
only looking for data to assess H...
HR 
HR 
The Coach 
HR should be aware 
of reification of people. In the 
quest for a spot at the board table 
we might hav...
HR 
HR 
Digitally Savvy 
HR will have to master the digital 
know-how: social tools, HRIS, self 
service, analytics, mobil...
3rd Parties 
Technical Specialist 
Absorbing the need for 
organisations to build their own 
technical capability for hard...
3rd Parties 
Knowledge Partner 
Taking a more proactive role in 
ensuring organisations reach data 
and digital optimisati...
3rd Parties 
Owners & Maintainers 
Vendors and outsource partners 
will own the platforms and in many 
cases the software....
HR + IT + CIO + 3rd Parties 
“All for one and one for all” 
Photograph: Larry Horricks/BBC 
robscottinsyd 
© 2014 Presence...
THANK YOU 
robscottinsyd 
www.presenceofit.com.au
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The Three Musketeers and the need for role clarity and allegiance to Higher Educations HCM objectives

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A keynote presentation at the Nov 2014 Higher Education User Group in Brisbane, Australia. The key message is the importance of 4 key roles in making people management successful in Higher Education

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The Three Musketeers and the need for role clarity and allegiance to Higher Educations HCM objectives

  1. 1. The Three Musketeers and the need for role clarity and allegiance to Higher Educations HCM objectives Rob Scott : Global Lead: HR Strategy & Innovations © 2014 Presence of IT – Confidential & Proprietary robscottinsyd
  2. 2. Athos, He seems immune to romantic feeling, though we learn late in the story that this hasn't always been the case. He becomes a father figure to d'Artagnan IT Photograph: Larry Horricks/BBC robscottinsyd © 2014 Presence 2 of IT – Confidential & Proprietary
  3. 3. Porthos A man who places particular importance upon physical appearance, refined language, and leisurely hobbies, pursued with the appearance of nonchalance in a cult of Self HR Photograph: Larry Horricks/BBC robscottinsyd © 2014 Presence 3 of IT – Confidential & Proprietary
  4. 4. Aramis A deeply religious younger Musketeer, highly focussed on improvement Photograph: Larry Horricks/BBC robscottinsyd 3rd Parties © 2014 Presence 4 of IT – Confidential & Proprietary
  5. 5. D’Artagnan The name which has the meaning of “leader” and who is responsible for introducing the motto “ All for one, and one for all” CIO Photograph: Larry Horricks/BBC robscottinsyd © 2014 Presence 5 of IT – Confidential & Proprietary
  6. 6. “All for one and one for all” Photograph: Larry Horricks/BBC robscottinsyd © 2014 Presence 6 of IT – Confidential & Proprietary
  7. 7. The Digital Impact Narrow view of digital transformation. © 2014 Presence 7 of IT – Confidential & Proprietary Automated just about every aspect of its customer experience. robscottinsyd
  8. 8. IT vs CIO IT IT is a general skill, not a specialist skill, this is creating many more stakeholders © 2014 Presence 8 of IT – Confidential & Proprietary CIO robscottinsyd
  9. 9. IT vs CIO IT In the era of digitalization, the CIO must help IT focus on business models, treat colleagues as partners, and engage external customers. © 2014 Presence 9 of IT – Confidential & Proprietary CIO robscottinsyd
  10. 10. IT vs CIO IT More stakeholders across the organization means more risk of diversion. The CIO can help the various stakeholders come together and figure out a response to digitalization. © 2014 Presence 10 of IT – Confidential & Proprietary CIO robscottinsyd
  11. 11. IT vs CIO The CIO can help determine how IT focus on both maintenance and innovation. The CIO must become the: IT CIO robscottinsyd • Conductor • Renovator • Innovator • Expert © 2014 Presence 11 of IT – Confidential & Proprietary
  12. 12. IT vs CIO CIO Must focus on both doing the right things and doing things right. IT CIO IT Must ensure the capabilities are in place to be a key player in digital transformation. robscottinsyd © 2014 Presence 12 of IT – Confidential & Proprietary
  13. 13. HR HR The Architect Stop owning the people processes. Instead become the architect. By creating the right context in which people can be successful, HR will deliver its greatest contribution. Reference: David Ducheyne hrchitects.net Feb.2014 robscottinsyd © 2014 Presence 13 of IT – Confidential & Proprietary
  14. 14. HR HR The Data-Strategist HR will work on becoming evidence-based. That entails not only looking for data to assess HR interventions, but also planning interventions based on available scientific insights. Reference: David Ducheyne hrchitects.net Feb.2014 robscottinsyd © 2014 Presence 14 of IT – Confidential & Proprietary
  15. 15. HR HR The Coach HR should be aware of reification of people. In the quest for a spot at the board table we might have lost the contact to people. HR needs to be(come) more empathic. Reference: David Ducheyne hrchitects.net Feb.2014 robscottinsyd © 2014 Presence 15 of IT – Confidential & Proprietary
  16. 16. HR HR Digitally Savvy HR will have to master the digital know-how: social tools, HRIS, self service, analytics, mobility, and gamification. Reference: David Ducheyne hrchitects.net Feb.2014 robscottinsyd © 2014 Presence 16 of IT – Confidential & Proprietary
  17. 17. 3rd Parties Technical Specialist Absorbing the need for organisations to build their own technical capability for hardware, software and platforms © 2014 Presence 17 of IT – Confidential & Proprietary 3rd Parties robscottinsyd
  18. 18. 3rd Parties Knowledge Partner Taking a more proactive role in ensuring organisations reach data and digital optimisation. Providing the right skills at the right time. © 2014 Presence 18 of IT – Confidential & Proprietary 3rd Parties robscottinsyd
  19. 19. 3rd Parties Owners & Maintainers Vendors and outsource partners will own the platforms and in many cases the software. Their responsibility has shifted from efficiency optimiser to accountable partner © 2014 Presence 19 of IT – Confidential & Proprietary 3rd Parties robscottinsyd
  20. 20. HR + IT + CIO + 3rd Parties “All for one and one for all” Photograph: Larry Horricks/BBC robscottinsyd © 2014 Presence 20 of IT – Confidential & Proprietary
  21. 21. THANK YOU robscottinsyd www.presenceofit.com.au

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