Shift to the future of education Disruptive Technologies

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Shift to the future of education Disruptive Technologies Change the Face of Higher Education

Shift to the future of education Disruptive Technologies Change the Face of Higher Education High level thoughts… Mohammed Husamaddin Director of KAM, Naseej Prepared for: E-AGE 2014 Dec 11 th, 2014; Muscat www. naseej. com

Disruptive technologies change the face of higher education www. naseej. com v Higher Education

Disruptive technologies change the face of higher education www. naseej. com v Higher Education institutions are at a cross section on their strive to achieve goals. v Rapid technological innovations, while presented many challenges, can also be the vehicle for unique differentiation. v A strategy framework to navigate through these challenges will be suggested".

Challenges, changes & status quo www. naseej. com During a physics exam, a student

Challenges, changes & status quo www. naseej. com During a physics exam, a student asked Einstein: “Aren't these the same questions as last year's exam!? ”. Einstein replied: “Yes; But this year the answers are different!” http: //www. goodreads. com/quotes/226558 -student-dr-einstein-aren-tthese-the-same-questions-as-last “Disruption hasn’t historically been possible in higher education because there hasn’t been an upwardly scalable technology driver available. ” http: //www. innosightinstitute. org/innosight/wp-content/uploads/2011/02/future_of_higher_ed-2. 3. pdf

Alert on the public HEd model www. naseej. com “The current Australian university model:

Alert on the public HEd model www. naseej. com “The current Australian university model: § a broad-based teaching and research institution, § with a large base of assets and back office will prove unviable in all but a few cases”. “University of the Future; A thousand year old industry on the cusp of profound change”. A white paper by Ernst & Young published 2012.

Change to align with student success www. naseej. com “Most rapid change is the

Change to align with student success www. naseej. com “Most rapid change is the change in culture. Changing institutions from being faculty centered to student and student success centered. ” “Reinventing Our Universities in the 21 st Century” http: //nation. time. com/2013/09/20/reinventing-our-universities-in-the-21 st-century/

Even challenges are changing & fluctuating www. naseej. com Top 10 issues facing higher

Even challenges are changing & fluctuating www. naseej. com Top 10 issues facing higher education institutes over 10 years http: //www. educause. edu/research-and-publications/research/top-10 -it-issues

Facing the challenges, shaping the future… www. naseej. com “…In order to take stock

Facing the challenges, shaping the future… www. naseej. com “…In order to take stock of these factors [challenges], Universities UK (UUK) initiated a scenario development exercise in October 2010, which ran through to July 2011. This provided an opportunity for university leaders to identify the factors that were most likely to be significant in shaping the future agenda for the sector, and to think through their impact and implications, over a 15 - to 20 -year period. ” “Future for Higher Education – HIGHER EDUCATION: meeting the challenges of the 21 st century” (2012). Universities. UK, Universitiesuk. ac. uk

 Scenario planning in HEd www. naseej. com “Scenario thinking is a tool for

Scenario planning in HEd www. naseej. com “Scenario thinking is a tool for motivating people to challenge the status quo, or get better at doing so, by asking ‘What if? ” Improves planning Lends coherence Challenges mindsets Resolves conflict Brings back choice Engages and legitimizes Nicolas Sayers. “A GUIDE TO SCENARIO PLANNING IN HIGHER EDUCATION” (2010). Leadership Foundation for Higher Education

Gartner scenario planning approach www. naseej. com v Modified approach: “storytelling” v Simple but

Gartner scenario planning approach www. naseej. com v Modified approach: “storytelling” v Simple but holistic, logical and practical. v Uses two stages scenarios each of two variable approach - none of them is IT related! v IT is used as parameter that affects variables: § Institution Scale vs Quality of Service § Institutional efficiency vs Personal productivity v Key observation: § focuses on “to educate” not on “to research”

CIO’s tool to derive IT strategy www. naseej. com “Higher education CIOs should only

CIO’s tool to derive IT strategy www. naseej. com “Higher education CIOs should only use Gartner's higher education "business model“ scenarios as a context and guide in forming their own strategies, focusing as much on the collective journey as the end goal. ” Jan-Martin Lowendahl and Marti Harris. Four 'Business Model' Scenarios for Higher Education: An Introduction to Strategic Planning Through Storytelling. Gartner 2009.

Gartner education hype Maturity Do not join in just because it is "in" www.

Gartner education hype Maturity Do not join in just because it is "in" www. naseej. com Do not miss out just because it is "out" Positive Hype Negative Hype Technology Peak of Trough of Slope of Trigger Inflated Disillusionment Enlightenment Expectations Plateau of Productivity Out of Plateau Time

Gartner education hype www. naseej. com

Gartner education hype www. naseej. com

University business models <1% Only Us Collectively defined Everything for everybody All pedagogical needs

University business models <1% Only Us Collectively defined Everything for everybody All pedagogical needs Pressure for cost Volume matters Economy of speed Economy of Scale Individual reputation Aggressively marketed Wharton College Harvard Business School Me, Not National Univ Community College Your University? Community values Source of self-esteem Strong exclusivity <10% Source: Gartner. Personally defined Everybody's Scale Academic Freedom Creative Community Highest Standards Can't copy easily <80% Inclusive Exclusive Oxford Univ Tokyo Univ Cambridge Univ Perceived Quality www. naseej. com UK Open Univ Phoenix Univ Distant Learning <10% All About

University business models Perceived Quality Only Us Collectively defined Innovative Creative Unique High tech

University business models Perceived Quality Only Us Collectively defined Innovative Creative Unique High tech Strategic IT services • Social learning • Predictive analytics • Self services • Digital flexible content • Community management • Cloud delivery • Digital rights management • Self services Wharton College Harvard Business School Source: Gartner. Personally defined National Univ Community College Scale • • Strategic IT services • Adaptive learning • Self services • Analytics • Mobile learning Everybody's Inclusive Exclusive Oxford Univ Tokyo Univ Cambridge Univ Strategic IT services Me, Not www. naseej. com UK Open Univ Phoenix Univ Distant Learning All About

BUT! Where to start? www. naseej. com Prime role Increase Personal How to Balance

BUT! Where to start? www. naseej. com Prime role Increase Personal How to Balance institutional productivity efficiency For CIO

Improving Institutional ROI towards its objectives The IT role matrix CFO www. naseej. com

Improving Institutional ROI towards its objectives The IT role matrix CFO www. naseej. com CEO Institutional Ultimate Star Choice CIO Critical Personal position Star Improving productivity of student & researcher Source: Gartner.

Gartner Hype Maturity Index Improving Institutional ROI towards its objectives Making choices; planning them

Gartner Hype Maturity Index Improving Institutional ROI towards its objectives Making choices; planning them www. naseej. com Adaptive Learning CRM, Enroll. Lecture Learning Capture CRM, Ret. & Retrieval Stack BPO Social Learning SIS Platform Standards Saa. S Mashups Admin App LMS Open OSS COBIT Microcredentials Fin. SIS Adaptive SIS Data EA FIAM E-Textbooks Interoperability Mobile Learning OC Smartphone IAM E-Textbook SOA "Cloud" Office ITIL OSS Middleware Suites Web/App. Hosting Cloud Email Faculty Email Waa. S MOOC Tablet E-Book Readers Social Media Improving productivity of student & researcher Source: Gartner.

Recommendations www. naseej. com v Short terms: § Make sure technology disruptors and enablers

Recommendations www. naseej. com v Short terms: § Make sure technology disruptors and enablers are included in the strategic planning from Day One. v Long Term: § Plan for change through agility, not only in technology but also in governance and process § Education Eco-system must be incorporated into the planning process § Evaluate the role and place for enabling/disruptive technologies to create new business models

www. naseej. com Thank You! Questions

www. naseej. com Thank You! Questions