Powering Digital Transformation



Top 30
Global University


Digital Transformation
Cloud Migration



Student in computer class room

The Requirement

A Top 25 leading UK university had a robust Corporate Strategy aimed at expanding the number of students it serves and the services it offers. This growth required an increase in operational support from all facilities and professional services teams. To facilitate this evolution, an IT Digital Strategy Transformation of services and the way IT delivers technology within the university was required.

The requirements of the Digital Transformation were confirmed as needing to:

  • Drive the IT strategy and digital agenda on a global scale.
  • Build a secure, scalable, cloud-enabled infrastructure platform.
  • Ensure compliant, group-wide information and data management.
  • Deliver planned business and IT strategic programmes and projects.
  • Establish efficient and scalable IT service and security operations.
  • Enhance the university's business engagement.
  • Develop staff and instil a high-performance culture.
  • Realise the digital workplace.

Cinema Hall

The Challenge

The university faced several challenges in achieving these objectives:

  • Integrating the expanded scope and size of operations within the existing IT infrastructure.
  • Managing internal resources to handle the increased demand for IT services.
  • Developing a structured and realistic roadmap that aligns with the available budget and resources.
  • Ensuring buy-in and cooperation from all levels of the IT department to foster a collaborative environment.
  • Balancing the immediate need to address technical debt with ongoing operational demands to minimise disruption to current services.

Teacher with students


The university was already using Maxica's flex resourcing (PMaaS), so utilised this to bring in a Programme Manager to drive this work forward.

The initial step was to frame the programme with the Chief Digital Information Officer (CDIO) by capturing the digital strategy and programme change vehcile into a Programme Definition Document.

As part of this work a new operating model for IT was defined based on The Open Groups IT4IT Reference Architecture model. This helped to identify the strengths and weaknesses in the current state and future state operations.

Furthermore, it was essential that this programme established an initial way, and subsequential a BAU mechanism, for capturing digital requirements and prioritising them. Strategic Theme working groups were formed, headed by a senior responsible, to capture, prioritise and deliver the programmes tranches of digital change deliverables.

Software Engineer looking at a screen

Results and Outcomes

The implementation of the Digital Programme provided significant benefits.

  • Accelerated digital Proof of Concept work and pilots.
  • A fast, agile start-up for requirement mapping to high-level solution design and product alignment.
  • Ensures high-quality pre-project phase deliverables: scoping, planning, and business case creation.
  • A much more seamless project lifecycle process integration from idea stage to project start-up.
  • Delivered a large-scale pilot for a strategic initiative by connecting suppliers, internal teams, and new technologies.
  • Achieved milestones and met the intended outcomes for digital initiatives.
  • Dynamic dashboards provided deeper execution insight.
  • Monthly surveys and service reviews measured PMaaS's ability to drive change at pace, output quality, and ways of working, resulting in excellent customer satisfaction ratings.
Lecture Hall


The Digital programme provided a structured way for this Top 30 Global University to meet its strategic and digital goals. The formal processes and governance established provided both the change capabilitity and the business as usual opertaing model to sustain the digital initiatives.

The university provided the following feedback:

"We are now leveraging our partnership with Maxica to enable emerging digital technologies. Flex resourcing (PMaaS) has accelerated our ability to execute new platform initiatives."

Chief Digital Information Officer

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