A coffee with... Prof. Dr. Caroline Ruiner  [28.04.21]

Digital administration, working from home, online teaching, ...: Even after Covid-19, the University of Hohenheim wants to become more digital in many areas. A monumental task that is expected to gain momentum in the coming years. To this end, the President's Office has now been expanded to include an additional member: Since April 1, Prof. Dr. Caroline Ruiner has been Hohenheim's first Vice President of Digital Transformation. The Online Courier had a virtual coffee with her.

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Ms. Ruiner, the position of Vice President of Digital Transformation is new. What exactly does your job entail?

*laughs*

That's a good question. The topic is really overarching.

On the one hand, it's about the digitalization of workflows at the university, for example the introduction of a document management system, digital signatures, or cloud applications that comply with data protection regulations. In addition, established processes, such as the management of student data, also require repeated adjustments or even have to be completely redesigned.

On the other hand, the University of Hohenheim wants to use digital formats to position itself as a modern university in order to continue to successfully compete for students in the future. Among other things, this raises the question of what benefits we might be able to derive in the longer term from the experience we are currently gaining from pandemic distance learning. To this end, it is important to first be clear about what we want to stand for as a university in the future.

Last but not least, aspects of the digital transformation are also the subject of research and teaching in all three Hohenheim faculties. This is evidenced, among other things, by a whole series of new Departments that bear the word "digital" in their names. The Faculty of Business, Economics and Social Sciences is also currently introducing a new Bachelor's degree program entitled "Digital Business Management".

As Vice President, I would also like to support such activities, network them, and make them visible.

 

How would you describe your role as Vice President for Digital Transformation in more detail?

At a university, there are very many different processes, players, and institutions that have to do with digital transformation in a narrow or broader sense. To ensure that we don't reinvent the wheel multiple times and that all important perspectives are included, it's important that the initiatives converge in a central location. I see this networking as one of my main tasks.

Fortunately, I'm not starting from scratch. After all, the office of the Chief Information Officer already existed in the past. The CIO was able to participate in President' Office meetings as an advisory member. With the new term of office, the function has now been upgraded and assigned to a regular member of the Presidents Office. Alongside research, teaching, and internationalization, digital transformation is now the fourth overarching field of action to be represented by a dedicated Vice President at the University of Hohenheim.

In this task, I am of course in particularly close contact with our experts in the KIM.

Last but not least, my job also has many communicative aspects. After all, digital transformation ultimately affects everyone at the university. And I am convinced that we can only make good progress if we take all employees and students along with us. That's why I also want to find out: Where is the shoe pinching, what do university employees need or want?

 

 

It sounds like you have a long list of projects and plans. On the other hand, the university's resources are limited. How do you prioritize?

You raise an important point.

In some cases, there are political requirements that force us to act quickly. For example, we currently have to make our homepage accessible for people with visual impairments. Sometimes the pressure to act also arises from technical circumstances, for example because the support for an old software solution is expiring.

However, where we have some room for maneuver, we are well advised not to always just jump from problem to problem and simply pick up where a concern is possibly being articulated most loudly at the moment. Instead, we need a longer-term strategy.

In the first year, I therefore see my tasks in particular in bringing together different players in a think tank in order to develop an orientation for the coming years, so to speak. In addition, workshops are planned in the faculties and with the participation of university employees.

The digital transformation strategy will then also be included in the new structural and development plan (SEP), in which the university will define its plans and general strategic considerations for the next five years and coordinate them with the ministry.

 

As a sociologist, you have been working on the topic of digital transformation for some time. Can you perhaps give a brief insight into your research questions using a current example?

Among other things, I research how digital processes are introduced in companies, what effects this has on employees, teams, management relationships, and the organization itself, and what factors contribute to the success or failure of the measures taken.

One current project, for example, is looking at how artificial intelligence can be designed in an ethical and socially acceptable way. In another project, the use of AI is being investigated using the specific example of professional drivers in order to support them in their everyday lives.

Normally, fixed shifts are scheduled for truck driving trips. However, the actual stress can vary greatly depending on the weather or traffic conditions. With the help of AI, it could be possible, for example, to adapt work and break times more flexibly to conditions. For example, longer shifts in good weather, shorter shifts in rain, etc.

An interesting question from a sociology of work perspective is basically how to design the use of digital technologies so that people feel they are being supported.

 

Are there any findings from your previous research that could possibly be transferred to the University of Hohenheim?

As a general conclusion, it is perhaps possible to state that corporate culture makes a very large contribution to whether the digital transformation succeeds well or not.

It is important, for example, that supervisors show trust in their employees and also allow them to shape the new freedom made possible by digital forms of work autonomously to a certain extent. Of course, this is coupled with good support services when problems arise or when it comes to acquiring new skills.

The results of the Covid-19 lockdown are quite clear: people are not working less when they are at home. Rather, there is a risk that employees will take on too much because they still have to check their emails quickly in the evening. It is also important to keep an eye on such aspects, otherwise employees can develop health problems and lose motivation in the medium term.

Another important insight: New digital processes should not be introduced exclusively according to the top-down principle. It is incredibly important to include the experiences, concerns, and needs of all those affected as much as possible in order to find the best solutions. This is the path we want to take at Hohenheim, and as Vice President, I want to make a contribution.

 

We will continue to report. Thank you very much for the interview.

 

Interview: Leonhardmair / Translation: Neudorfer