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Aligning the Catholic Education Archdiocese of Canberra Goulburn’s Strategy and Initiatives to Optimise the Value Delivered to Schools

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The Challenge

Realigning CECG’s Business and Operating Model to optimise the value delivered to the customer

In 2018, the Catholic Education Archdiocese of Canberra Goulburn (CECG) launched a 5-year transformation program that aims to improve their value proposition to customers (students, teachers, principals, parents).

The organisation has a federated operating model distributed across Canberra, the South Coast and the Southern Tablelands.​ This faith-based educational institution consists of 56 primary and secondary schools, early learning centres (ELCs), and a central operations office (CE).

Due to a changing marketplace and changing customer needs, enrolments into the Catholic educations system were declining, year-on-year. As a result, CE needed to understand and redefine what their competitive differentiation was to their customers.

Defining the Problem Space

How will CECG deliver more value to the customer?

The design challenge was met by taking a human-centred (HCD) approach to redefining the strategy to execution journey with CE staff.

By using contemporary design thinking methods we incorporated the needs of the stakeholders, customers and the business to help define the problems in the system, and trace to their root causes.

Leveraging business architecture, we developed “outside-in” and “inside-out” views on the business to give transparency to executives and staff to ensure the right problems were being identified and investments aligned appropriately to uplift internal capability, and ultimately drive value to the customer.

The outside-in view is led by the needs of the stakeholder and how the organisation can best operate to deliver value for them. We collaborated with CE staff to develop a research plan to understand the real needs of the school stakeholders (principals & teachers) and the needs of their customers (parents & students).

The inside-out view looks at an organisation’s inner strengths and how these can be optimised to produce a sustainable future.​ We applied industry best practice techniques to define CECG’s inputs and strategic objectives.

We then illustrated how these motivations influenced the core business activities by relating value streams, strategies, capability maps, information models, and other business architecture perspectives.

Assembling the Right Views of the Organisation and Ecosystem

What do our customers value and need and what capabilities, products and services need to change?

Through evidence-based research, CECG team members defined stakeholder needs and identified the required business capabilities that would underpin each core service. As a result, the business produced a work plan that detailed the capabilities to be uplifted and those to be acquired.

  • E&A modelled value, strategy, capability and stakeholder perspectives.
  • CE validated these perspectives and is developing them further.

Re-orienting the Organisation’s Strategy and Investment Decisions

Are emerging insights aligned to a strategic anchor and how should CECG optimise services and deliver capability uplifts?

Beyond the perspectives of the CECG and its ecosystem, CE required a decision-making framework to align investments to strategy. E&A supported CE executives in reframing and anchoring their business and investment decisions to strategy by developing an “innovation factory”. This allowed CE to shift priorities to the highest value goals/objective strategy/tactic combinations.

  • CE has an aligned portfolio of investments and initiatives.
  • E&A developed an Innovation Factory to store and process the insights gained from the perspectives of CECG.

Outcome and Benefits

E&A provided invaluable assistance to CECG in delivering this important transformational project by applying proven business architecture and human-centred design methods.

  • CECG are building out a clear and communicable vision and strategy that the business can use to set direction and achieve goals and objectives. ​​
  • CECG has insights into the needs of their stakeholders and customers to drive innovation.
  • CECG has greater responsiveness to customer needs in a dynamic operating environment and clarity on the investment required to realise their vision and uplift operations.​​