Women Driving Digital Transformation in Higher Education

Patty Patria is a strategic technology leader, with over 20 years in higher education, boosting transformative solutions, safety, analysis, AI and library services. She is a CISSP and Prosci -Certified change management professional, recognized for promoting innovation and collaboration with teachers, students and staff.

In a thought-provoking interaction with Global Woman Leader magazine, Patty Patria discusses her views on advancing digital transformation in higher education, importance of diverse leadership and impactful change management. She also talks about fostering innovation, and supporting women leaders to lead with integrity, empathy and resilience through complex technology projects.

While leading digital transformation in a university setting, how did you ensure that diverse voices are included in shaping technology strategies such as working day ERP?

Ensuring diverse voices, especially in a large project like a Workday ERP implementation, involves fostering an environment of open dialogue and collaboration with stakeholders at all different levels. You should have a Steering Committee that involves Executive Stakeholders along with the teams that are in the trenches doing the work, and ensuring that all feel comfortable taking about risks and problems.

Change management sessions with affected users is also critical, as well has having a Change Management Steering Committee with executive stakeholders, and key faculty and staff representatives so the institutional can discuss the change, and ensure everyone is on board.

Can you share an example where inclusive leadership directly influenced the successful adoption of a new educational technology among faculty and students?

An example of inclusive leadership influencing the successful adoption of new educational technology is the integration of AI into coursework at Babson College. In the fall of 2023, six faculty members from the Generator team reached out to integrate AI into their classes. My team worked closely with these faculty members, exploring methods that resonated with students and addressing challenges as they arose.

Although the initial technology we deployed did not work well, through collaboration, discussion and inclusive leadership, we found different options in the Spring of 2024 that worked much better. We continue to meet routinely to evaluate our approach to technology. This collaborative approach ensures that the technology needed has a transformative impact on the educational experience.

What communication techniques helped you build trust and encourage collaboration across university departments during major digital change initiatives?

Building trust and encouraging collaboration across different university departments during major digital change initiatives involves clear and transparent communication, active listening and the ability to address the problems that arise.

We make it a priority to engage with faculty, staff, and students, demystifying the technology and ensuring everyone understood both the benefits and risks. Regular updates, annual academic department meetings, and feedback sessions are key to fostering a sense of ownership and enthusiasm among all stakeholders.

How did you navigate resistance to bring change in an academic environment? What role did empathy and active listening play in your approach?

Navigating resistance to change in an academic environment does require a combination of empathy and active listening. Understanding the concerns and fears of faculty and staff are crucial. By actively listening to their feedback and addressing their concerns, we were able to build trust and reduce resistance.

There are instances where you can’t solve every problem, but by allowing people to voice their concerns, and understanding that fear is a normal part of the change management process, allows people to feel heard.

In fostering a culture of accountability and innovation during digital transformation, what practices can women leaders adopt to empower their teams effectively?

Women leaders can empower their teams effectively by fostering a culture of accountability and innovation through several practices. As it relates to innovation, allowing team members to explore new ideas without fear of failure is essential. Providing opportunities for professional development and continuous learning helps build confidence and competence. And most importantly, ensuring that everyone is accountable, and holding teams to high standards is critical.

There are some leaders that have a difficult time with constructive conflict, but ensuring that you have open, honest respectful conversations when individuals are not meeting their deadlines, and helping them find solutions to address the problem, is critical.

LAST WORD: Advice For Women Leading Complex Digital Transformations

My general advice for women leaders striving to lead complex digital transformations while maintaining integrity and inclusiveness is to embrace change, encourage open dialogue, don’t take criticism personally and be prepared to work hard. Digital transformations are challenging projects, and change agents often take the brunt of the resistance.  

Building a strong support network and seeking mentorship can provide valuable guidance and perspective. It's also important to stay adaptable and resilient, as the landscape of digital transformation is constantly evolving. Finally, leading with empathy and actively listening to the needs and concerns of your team will help create a positive and inclusive environment.