A Time of Reckoning for Your Digital Ecosystem

I’ve been working in digital spaces in higher ed for two decades—a pretty sizable chunk of time when it comes to all things online. (Shout-out to anyone else out there who was on ICQ!)

Obviously, a lot has changed during that span. But the trends I’m seeing now in the .edu world speak to a sea change in the digital landscape that also affects the off-line challenges our industry is facing.

In short, the challenges we’re seeing are getting hairier. Websites are larger, more sprawling and disorganized. Organizations are more complex and in some cases exist in greater flux. Teams may be larger but are more disconnected or inappropriately skilled. Platforms exist in isolation from one another, both in terms of off-line coordination and online integration. We have more systems of record than we know how to deal with — and none of them talk to each other.

This is not well timed, as higher ed is facing a raft of challenges including erosion of public trust, enrollment risks and consolidations and closures. Taking on these adversities requires healthier systems for marketing offerings, positioning amid the competition and clearly communicating a value proposition.

To meet the moment, we need to seriously reckon with our .edu digital ecosystems and figure out how to ready them for the challenges ahead.

What Is a Digital Ecosystem?

In our natural environment, an ecosystem is a space in which organisms coexist in balance through a coordinated exchange of resources. An ecosystem is endangered by imbalance—lopsided resource allocation, or malfunction in one of its components. Weakness in one area can quickly become widespread.

It’s not hard to translate this concept to the digital landscape within a college or university. A myriad platforms, channels and teams are impacted by a shifting array of priorities and available resources, often with little to no coordination between them.

The more we think about the components of the system in isolation from each other, the more we endanger the system as a whole by creating inefficiencies, missing opportunities and wasting precious resources.

Addressing the Biggest Threats to Your Digital Ecosystem

• Poor governance. This is the biggest culprit. A lack of governance means there is no purpose or process around ownership or accountability for digital platforms and how they coexist. From no policies for website creation to inconsistent training for staff, poor governance creates an environment ripe for chaos.

A comprehensive governance audit encompassing all digital platforms can help diagnose the effectiveness of your workflows, processes, training and planning, as well as the clarity of your roles and ownership.

• Weak or absent partnerships. Back in the day, marketer Scott Stratten used to say, “Every time you use a QR code in your marketing, a kitten dies.” The same is true every time the marketing and admissions teams don’t work together.

Digital platforms are not just the domain of the web team; everyone has a role to ensure they are driving strategic institutional goals. If the relationships are nonexistent or not strong, we risk redundancy, gaps or both.

The time to build bridges is now. Forge or fortify strategic partnerships with key campus groups, creating chances to teach, learn and move forward in concert.

• Disconnected platforms and outdated processes. Everything is in flux, from platforms to expectations to priorities to trends. The process that works today may not work tomorrow.

We have to be intentional in ensuring the flows and coordination that keep our digital ecosystem moving are going in the right direction. If your social platforms, e-newsletters, websites, CRM and other platforms exist in isolation from one another—both in terms of off-line coordination and online touch points—then you are missing opportunities for efficiency and impact. You’re likely also increasing unnecessary financial costs for the institution.

Auditing your platforms is a must, not just the quality of the product, but the quality of the process that informs the product. Are processes in place because “that’s how we’ve always done it” and a fresh look would be beneficial? Are there connections across platforms and processes where prudent? Is information sharing happening where it makes sense?

• Lack of measurement. Data is power. If you are not structured to understand the outcomes of your efforts, including how platforms are referring to one another and driving traffic, you are missing a critical input into understanding the efficacy of your strategy.

Building a culture of measurement is critical to gaining focus and clarity from data. First, understand your technical and analytical capacity for measurement. Then create measurement strategies to ensure you measure the right things that help you gauge success. Track your traffic accordingly to understand how it is flowing between your platforms.

• Outdated or insufficient team structures. We all know staffing can be a pain point in higher ed, but a remarkable number of institutions have the right head count with the wrong roles, skill sets or training. Not having your team aligned to your digital needs, especially when those needs span a range of platforms and priorities, can exacerbate your challenges.

This can be hard in higher ed, but if we don’t get more nimble and creative in ensuring we have the right roles in place, structured to work together in ways that don’t harden channel-specific silos, we are setting ourselves up for failure. Start thinking through what it would take to shift to a truly strategic integrated marketing approach.

• Leadership transitions. Digital ecosystems thrive when leaders across divisions can coordinate on the plan forward and act in concert. New leadership is usually a good thing, bringing fresh perspective and a renewed commitment to building relationships and driving positive change.

But in the short term, leadership changes can sometimes delay or distract digital efforts, as new leaders get up to speed, begin building relationships and bring different ideas that may change existing approaches. So while not necessarily a threat, these transitions can cause temporary disruption or distraction.

Whether it’s a leadership transition or another major institutional shift (like a merger), sustaining your dialogue and documentation will serve you well through times of change. Keep campus leaders and key stakeholders apprised of digital efforts, priorities and outcomes so they understand the importance of a healthy digital ecosystem, how those efforts are supporting the goals of the institution and what it needs to stay healthy.

When shifts happen and potentially influence your digital efforts, it will be helpful to have others aware and aligned.

Hanging in the Balance

Institutions must prioritize eliminating the barriers to a healthy digital ecosystem. The better equipped we are to manage our digital products and platforms efficiently, strategically and effectively, the better off our institutions will be.

A version of this article originally appeared on Inside Higher Ed’s Call to Action Blog on August 22, 2024