Change Management in Higher Education

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We find ourselves in a changing scenario; technological advances  cross different areas of society and provide powerful tools that transform the way we relate to each other on a daily basis. This reality has demanded important changes in the training that new professionals receive.

Educational establishments are called upon not only to develop in the area of quality, but also to be more efficient in their performance, especially in the area of public education where resources are increasingly scarce. Today, the implementation and integration of technological tools to generate resource savings has become one of the great challenges, being able to simulate different scenarios and make decisions in academic planning early, detection of dropouts, or management of models by competences is the great theme of higher education.

Nowadays, there are many technological platforms that can help in these challenges, but the reality is that the most difficult thing is not to acquire or select the right solution, but to manage the implementation process with a team that can adapt to the change that this implies.

In the following blog you will be able to know in general terms a change management plan to implement in your institution.

It is not strange for Higher Education Institutions to be continuously adapting to historical processes; however, this era is especially demanding due to the constant need for adaptation and innovation.

The factors that have favored the changes in Higher Education, are in general macro factors. Of which, according to one study, the following stand out:


  • Obligatory advanced equipment in consideration of the ICT boom:

The universities invested in cutting-edge laboratories according to the different specialties they offer.

  • Growth in international student mobility:

New scholarship programs or agreements with universities are opened every time, in order to generate a constan exchange with similar institutions.

  • University rankings have become increasingly relevant:

Universities want to meet these standards to stand out from their peers in public discourse.

  • The lack of updating and flexibility of the curriculum of graduate courses in most universities.

While these factors have driven the change, internally there is still a need to create measures that facilitate these processes for the team.

Change Management Plan

The proposed plan is structured in four stages, which are intended to support the implementation of changes in a planned, organized and coordinated way among the institutional roles involved.

We think of this plan as a way to support those who want to implement an analytical solution such as u-planner. The suggested times are based on our experience supporting the digital transformation in many Higher Education Institutions.


  1. Diagnosis and documentation of the change

Duration 40 hours in 1 month.

It considers two stages linked to knowing the current processes (AS IS) and the changes involved in the institutional processes (TO BE) according to the requirements of the     u- planner solutions to be implemented.


  • Process Diagnostic (AS IS): It is oriented to define the current situation of the process, through interviews and information gathering with key users involved in the daily operation of the process. This stage includes the analysis and documentation of the business rules, processes and roles
  • Definition of the future process (TO BE): Based on the current situation, the aim is to document the mapping of the process and the descriptions of the related policies so that they can be approved by the corresponding administrative body and subsequently communicated and implemented. This stage includes the definition of the institutional strategy for managing the processes in three possible schemes (centralized, decentralized or mixed), and based on them, proposes the structure, resources and processes in a coordinated
  1. Communication plan

Duration 80 hours in 2 months

In order to communicate the change, a series of factors must be considered before generating the appropriate communication.

  • Identify the detractions to manage and the objective users, considering the analysis of the situations and the generation of the value
  • Generate online and offline content, depending on the definition of the institutional dynamics and considering the value arguments, as well as the means by which it will be
  • Execution of the communication specifying the management protocol to be followed depending on the target user and decision making for handling situations.
  1. Training Plan

Duration 30 hours in 1 month

As part of change management, after identifying the training needs of users its stages are:

  • Training needs diagnosis,
  • Preparation of learning experiences, which considers the planning of training activities, places, times, participants, speakers and
  • Implementation of the training as a face-to-face event, considering the relevance it
  • Evaluation of the training
  1. Implementation roll out

40 hours in a month

After identifying the changes to be applied, communication and training, the next step is to program the sequence, periodicity and management strategies to deal with the problems or detractions that arise as part of the new process, the operation of the proposed operational structure, the governance and management of the schedule, as well as the metrics associated with the goals to be met.

By definition, a roll out implies clearly defining how changes will be implemented based on the strategy defined, as an example, in a gradual or effective way to the programmed academic period.


The step-by-step change management within a Higher Education Institution will facilitate the implementation of solutions that optimize processes and, in turn, provide good practices for improvement in administration.

Good administration has a powerful impact on the students’ experience and their educational process, without losing the goal of providing the highest quality education. An example of this is the u-planner experience with ISIL.