Navigating the Future of Educational Technology

Harald Rotter, CDO (CIO & CDO), Universität St. Gallen

Harald Rotter is a seasoned leader with extensive experience in digital transformation and information technology. As the CIO and CDO at the University of St. Gallen, he is responsible for overseeing digitalization initiatives and ensuring robust IT architecture that supports various departments. His role encompasses the management of digital applications, including artificial intelligence and IoT solutions, aimed at streamlining processes and enhancing operational efficiency.

Through this article, Rotter emphasises the importance of technical expertise, strategic thinking and adaptability in the field of educational technology. He discusses the challenges posed by the COVID-19 pandemic and the integration of generative AI systems, highlighting the need for proactive leadership and continuous innovation to address these challenges.

My professional career began as a carpenter, which taught me early on the importance of precise work preparation and the use of technical equipment. The transition to CNC programming marked my first step into the world of technology. Through positions at the IT service desk and as an IT system administrator, I developed a deep affinity for information technology, which ultimately led me into consulting. As a consultant, I gained both internal and external perspectives on organisations, which gave me indispensable insights into the different facets of the IT industry. My curiosity and constant endeavour to think outside the box led me to understand not only technical but also business aspects in depth. Customer orientation was always at the centre of my work. A reserved approach to business coupled with the ability to act decisively helped me to seize opportunities. Ultimately, it was also the luck of being in the right place at the right time that significantly shaped my career and led me to my current role as CIO and CDO.

“One key to this success is constant dialogue with the specialist departments. Through regular communication, we not only understand the current challenges, but also actively contribute to developing customised solutions.”

Navigating Challenges in Educational Technology

In the rapidly evolving landscape of educational technology, I have encountered two major challenges: the COVID-19 pandemic and the integration of generative AI systems. To manage the pandemic and its impact on learning, it was crucial to be proactive and always keep the larger ecosystem of the university in mind. The sudden need to switch completely to distance learning and return later required the courage to make decisions under great uncertainty. This strategic foresight enabled us to ensure the continuity of teaching while safeguarding the health and well-being of our students and staff. We have not yet fully mastered the challenge of integrating generative AI technologies. However, we are actively developing and adapting solutions to implement these powerful tools safely and effectively in our teaching and learning environments. This process is an ongoing endeavour that requires continuous adaptation and innovation.

Strategic Leadership in IT Architecture

My leadership role and strategic vision help me to design the IT architecture in such a way that it optimally supports and expands the digital solutions of various specialist areas. One key to this success is constant dialogue with the specialist departments. Through regular communication, we not only understand the current challenges, but also actively contribute to developing customised solutions. Our strategy focusses on large ecosystems such as Microsoft 365 or the Now Platform from ServiceNow. These systems offer robust and flexible structures that enable us to effectively fulfil the specific needs and requirements of the university. This focused approach ensures that our IT architecture not only has a reactive but also a proactive influence on the further development and digitalisation of the university.

Continuous Evaluation of AI Systems

My personal approach to continuous market observation, evaluation and implementation of AI systems at the HSG is based on always staying up to date. To do this, I use IT websites, newsletters, and specialist journals and take part in industry-relevant events. In view of the rapid developments and the many players in the field of artificial intelligence, I have learnt that it is unrealistic to always keep an eye on all developments. Instead, my curiosity remains my strongest ally, even when it comes to topics that are not directly related to IT and university at first glance. The ability to make abstract connections is essential. In terms of teaching, we maintain a continuous and close dialogue, which creates a strong link between IT implementations and pedagogical goals. In the area of research, we provide support as required without interfering without being asked. As research often requires specialised systems that cannot be supported centrally, we respect the expertise and independence of the researchers. This strategic restraint allows us to allocate resources efficiently while supporting innovation-promoting environments.

Transformational Leadership Style

My management style and that of our entire management team is strongly characterised by the principles of coaching and mentoring. We focus on macro-orientated management rather than getting involved in micro-management. A key aspect of our management is the promotion of individual freedom of development for each team member. We attach great importance to delegating tasks according to the SMART principle - specific, measurable, achievable, relevant and timely. This approach enables employees to realise their full potential and find their work meaningful and interesting. By not only promoting these principles but also exemplifying them ourselves, we effectively drive transformation and change management within the department. Our role as managers therefore includes not only strategic planning and implementation, but also the creation of an inspiring working environment in which all employees can develop and realise their full potential. 

Fostering Stakeholder Relationships

My approach to managing and maintaining relationships with various stakeholders at the HSG is not easily categorised into traditional models. As an extrovert, I strongly believe in the importance of proactive information sharing. I always endeavour to be present in various committees and encourage less formal but more informal meetings. This approach not only supports an agile mindset, but also enables flexible and direct communication. Although regular meetings are held with various stakeholders, I prefer to share information "just in time" as soon as it is available. This approach helps to make quick and effective decisions and keeps everyone involved continuously up to date. Through this informal and dynamic exchange, I promote a productivity-enhancing and impact-orientated use of ICT within the HSG.

Educational Technology

Information Technology

Artificial Intelligence

Microsoft

IoT

Agile

Change Management

Digital Transformation