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Jeff worked with leadership to map the strategic plan back to the HEBRM model which visually displays what capabilities need to be worked on.

While no innovation differential has been identified at the University of Auckland there is still plenty of improvement areas identified. 

Higher Ed innovation differential is most often found in the research area.


Betsy Draper: 
What capabilities need to be in place so research can be excellent in specified areas.

Higher Education Ecosystem 2030

The Higher Education Ecosystem is built upon ideas put forth by Raoul Sevier, EA Harvard University, where it would be valuable to create HEBRM overlays of the different types of universities where the model can show the “hills and valleys” of different institutions.  This view can make it clear as to what matters to different types of universities.

CAUDIT Model overlaid with Higher Education Ecosystem

Louis King: 
This is how a reference model is supposed to work.  These are the capabilities that you need to light up to change and move forward. This view validates that the model works and confirms this is where you want to go and this is what you have to work on to get there.

The University of Auckland created another view of the HEBRM where they worked with their product owner network to gauge the health of their capabilities using the colors pink, blue, and green.

They further refined the view of capabilities by looking at the current and future states of the capability components, People, Process, Technology, Information.  These efforts have provided prioritization of capability improvements.

The capability has to grow up for the change to be successful.

The refined level of fidelity is working for the University of Auckland across all pieces of their capabilities.

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