How can IT Commercial Principles enable dynamic change in EdTech?

The discussion began by challenging traditional views of procurement as a compliance-driven or administrative function. Instead, procurement and commercial management were presented as strategic enablers that should be engaged early in change initiatives. Aaron Tyler, who introduced the session, argued that procurement acts as a safeguard for all parties within a commercial relationship and is a critical partner in helping organisations move from identifying a challenge to successfully delivering a solution. Too often, procurement is consulted too late in the process, limiting its ability to add value.

A central theme was the importance of adopting a product and user-centred mindset. Seema Kizmay of the Royal College of Art described the institution’s efforts to shift conversations away from specific technology requests and towards the underlying problems and desired outcomes. Rather than responding directly to demands for new systems or features, product managers are encouraged to ask why a capability is needed, what problem it solves, and how success will be measured. The panel stressed that universities frequently focus on technology solutions before properly understanding user needs, particularly those of students. Genuine improvements come from identifying pain points in the student journey and designing services around measurable outcomes.

Nina Graham highlighted the role of enterprise architecture in providing a holistic view of the institution. She argued that universities need a comprehensive understanding of how users interact with technology across the entire organisation, rather than focusing on individual systems in isolation. Mapping these interactions helps institutions identify pain points, prioritise investments, and make evidence-based decisions. She also emphasised the need for ongoing assessment of the technology estate to manage technical debt, reduce duplication and support future planning.

From a supplier perspective, Sean Wilson of Instructure argued strongly for earlier and more continuous market engagement. He suggested that universities often define requirements based on existing systems, resulting in only incremental improvements instead of transformational change. By engaging suppliers earlier, institutions can better understand emerging capabilities, future product roadmaps, implementation challenges and innovation opportunities. Such collaboration also helps align expectations around costs, timelines and long-term partnership objectives.

The panel also discussed technical debt, change management and value realisation. There was broad agreement that procurement should focus more on outcomes rather than lengthy requirement lists or technical specifications. Universities were encouraged to evaluate solutions based on their ability to improve student experience, increase adoption and support institutional goals. Business cases should more clearly articulate the risks of inaction and the costs of maintaining outdated systems. Successful transformation depends not only on technology selection but also on stakeholder engagement, user adoption, organisational readiness and continuous improvement.

The session concluded with a call for universities to simplify their technology ecosystems, invest in understanding their current state, maintain ongoing engagement with suppliers and users, and focus relentlessly on achieving measurable outcomes. The overarching message was that effective IT commercial management is not simply about buying technology. It is about aligning commercial decisions, procurement practices and digital strategy to deliver meaningful, sustainable change for institutions and their students.