EXTENSION AS A SERVICE (EAAS)
Dave Krause, Information Services Business Relationship Manager, Driscoll’s
“Products evolve based on assumptions that eventually become outdated.” - Aaron Levie, CEO of Box
Introduction For over a decade, I provided technology solutions to support the mission of Cooperative Extension Services in California. Looking back, the digital products we introduced tended to be reactionary in nature, such as attempts to introduce new efficiencies, reduce expenses, or align to changing digital trends. While these service improvements aligned with individual programmatic goals, a holistic digital transformation strategy eluded us because organizational strategy and technology strategy were not part of the same conversation. Before we get to the core value proposition of this article, in which I argue that Cooperative Extension can deliver value much like a modern IT vendor does through the “as a service” model, I will detail my experiences with digital transformation efforts and how we can think about them so they are successful. Every so often, we would scratch the itch of transformation thinking. Usually starting with a committee, a think-tank, a brain-trust, or a challenge raised by leadership, a number of us would attempt to imagine digital transformation, to ponder how technology could fundamentally disrupt or improve our ability to deliver programs and services. Our elated committee would feel inspired by these ideas, not because they would allow Cooperative Extension to survive, but so that it could thrive. Naturally, we then rendered our strategic thinking into a concise presentation for various stakeholder groups. The more we presented this version of the vision, the more the needs and considerations of existing programs and administrative units would surface. Along with justifiable concerns around the tremendous cost and risk of such an endeavor, the original battle cry would turn to a murmur, and the transformation would regress into “maybe we can replace a bit of existing technology” or “maybe we should go for some quick wins.” When dealing with diverse stakeholders, the allure of low -hanging fruit can be too intoxicating to resist, and long-term strategies difficult to articulate. I’ve moved on from Cooperative Extension into the world of digital transformation in the private sector. In my research into both the components of a digital transformation and its effect on maintaining or achieving a competitive edge, my views on the need for Extension to transform have only deepened. Any organization or business that ignores or defers a needed digital transformation faces enormous risk of becoming obsolete or serving severely diminished audiences. A path towards digital transformation at Cooperative Extension surely exists, but first we should keep in mind a key tenet of the process: your digital transformation is not about technology. Any transformation, digital or otherwise, begins with strategy, and that strategy embodies the broad goals of the organization, not simply a collection of disparate improvements. What Innovation is Not Making it easier for individuals to report information about audiences improves efficiency, but it does not guarantee the best questions are being asked about those reports. Moving from a homegrown content management system to a best-in-class solution does not ensure that your information will improve, or that your audiences will subscribe or donate to your program. Adopting a new learning management system provides no guarantee that the quality of your modules or videos will increase or reach more audiences. Are We Asking the Right Questions? Setting the Right Goals? Underneath all of these examples of technological change persists a broad goal: How do we improve our ability to reach our audiences and give them targeted, high-quality, science-based information to help them live better lives? If we can agree for the purposes of discussion that this is the core question we need to
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