Digital transformation is addressed as a turning point created by new paradigms that emerge from the digital world, and that has led it to rethink itself as an institution to remain competitive, visible in its dynamics of social, sustainable transformation through of time, and not lose its validity, in the technological development that arises in constant change, thus taking care of the needs of the social environment of which it is part. By taking on this challenge, the University acknowledges that it becomes of vital importance in the first measure, to carry out a Cultural Transformation. This paper presents the case study of Universidad Nacional de Colombia (U.N.) that has carried out that approach in its initial phase through divulgation with the members of the top management of the National University of Colombia. To achieve the above, a methodology was designed, which prioritizes its intervention in two aspects. The first, the generation of the organizational culture around the Digital Transformation, and the second, in the creation of the Institutional Strategic Project "Transformacion Digital U.N. 2030"; both aspects seek to align the existing corporate culture with the new digital realities of the National Universityof Colombia, through a prospective study. The Openergy Network and la Universidad Nacionalde Colombia share the vision about the specific definition of what Digital Transformation means: a process of cultural change inside an institution, with a clear impact in their context. To this extent, la Universidad Nacional de Colombia provides Openergy with their experience of definition and practical implementation of the vision 2030. In practice, this means contributions from management, tutoring, lecture and interaction between the various actors in all the process. In this article the most relevant results that were identified in the taking of the primary information, and in the characterization of the imaginaries and expectations of the different participants and actors of the digital transformation process are presented. Throwing an approach to the model that the authors have called the Great Parthenon; this model that explicitly states in a concise manner in this article. Further, the authors show a few insights as a contribution to the Openergy Network. Finally, the most relevant conclusions that have been found in this modeling exercise are presented, aiming to show the alignment and coordination of institutional policies with which to do university studies.
