Adapting Digital Change in Higher Education Institutions: A Case Study

Higher education institutions are going through a dramatic change due to the quick development of digital technology, necessitating institutions to adjust to new approaches to instruction, management, and student involvement. When change occurs in any organization, people undergo an adaptation process; structural transformation happens. This paper is a case study of a higher education institution examining how a university adapts to change due to digital transformation. It also suggests a change theory explaining its appropriateness in the current situation. The study focuses on the present situation of the university, which describes enterprise resource planning software adaptation and its effect on the institution. Two ‘change leaders’ opinions have been stated, revealing the reality of the change environment. This study identified inefficiencies in operations, limited functionality, slow implementation, and changing payroll processes as challenges to adapting to digital change. This paper proposed John Kotter’s 8-step change model as a change strategy because it provides a clear, structured framework for leading successful organizational change in a vast transformation.