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- 1 - Onscreen - white - small room.ppt TAFE Making choices 3 September 2009 Gerhard Vorster Deloitte.

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Presentation on theme: "- 1 - Onscreen - white - small room.ppt TAFE Making choices 3 September 2009 Gerhard Vorster Deloitte."— Presentation transcript:

1 - 1 - Onscreen - white - small room.ppt TAFE Making choices 3 September 2009 Gerhard Vorster Deloitte

2 - 2 - Onscreen - white - small room.ppt Agenda  Where do we start from?  VET overview  How to manage value  Choices  Applying choices  Get on with it

3 Where do we start from? http://www.youtube.com/watch?v=rAaWvVFERVA

4 - 4 - Onscreen - white - small room.ppt VET overview  The Spotlight has been on the tertiary education sector  Australian VET an international leader in establishing industry-wide training standards and qualifications  Bradley Review a vision for a broader, more dynamic and integrated tertiary education sector, under Commonwealth jurisdiction  Economic constraints and the funding gap  Roadmap towards a national TAFE system is uncertain  In this environment, standing still is not an option  While there is no ‘one size fits all’ formula for success, there are common issues and opportunities in operation across the sector  The strategic debate requires much wider consideration.

5 - 5 - Onscreen - white - small room.ppt The Bradley review signals a towards a more competitive and dynamic tertiary education sector, increasingly exposed to market and economic forces… Market diversification Rise in self-employed and micro- business sector Lifelong, work integrated learning Baby boomer re-training Asia-Pacific industrialisation Australian TAFE Increased competition Diversification of student market De-regulation of student funding Private and international providers Economies of scale & specialisation Revenue trends Funding volatility and uncertainty Long term under-investment Constrained govt spending Improved short term domestic demand Policy directions Tension between government regulation and market freedom Bradley response – Commonwealth jurisdiction? Unified tertiary model? Diversification and differentiation Increased participation through enhanced pathways Technology & information Web 2.0 challenge; user generated content, open networks E-learning development Rising competitive importance of ICT Increasing information management / reporting requirements Organisational efficiency Rise of administrative & capital costs Support capabilities Change readiness / business agility Professional staff skills Workforce change Aging workforce and war for talent Skill demands Increasing student-staff ratio Engagement & impact Basic training vs workplace innovation roles Collaboration imperative with private sector, Universities and communities Promoting access & regional delivery

6  Academic programs; funding levels; revenue diversification VET Value Funding & Revenue Growth Operating MarginAsset Efficiency Performance & Capabilities  Marketing, general & administrative costs; cost of program delivery; tax  Human capital; intellectual property & assets; property, plant & equipment; receivables & payables  Institutional strengths; external impact; quality outcomes  Program focus and alignment  Student experience  Program portfolio  Innovation & commercialisation  Diversified delivery  Shared services & operational excellence  Outsourcing  Procurement  Talent management  Information management and data analytics  Campus and asset models & management  Governance  Planning, budgeting & forecasting  Program & project mgmt  Change management & agility  Strategic partnerships Value Drivers Value Improvement Levers and Action Items How to manage value

7 - 7 - Onscreen - white - small room.ppt Choices  Funding  Quality  Access ability  Capability  Operating model Strategic choices

8 - 8 - Onscreen - white - small room.ppt So will it be done by you or to you?  Outsourcing the responsibility for own future is a strategic choice  If the decision is not to do so, the dynamics of strategy have changed quite significantly Plan Organise Control Anticipate Operate Accumulate Formulate To

9 - 9 - Onscreen - white - small room.ppt Strategy External choices (Where to compete) Internal choices (Resource allocation) What are these strategic choices?

10 - 10 - Onscreen - white - small room.ppt Strategy Choices External Internal Granular Market & Portfolio Selection Policy Priorities & Market Opportunities Granular performance management Innovation System Scale-up capability Institutes will need to enhance their capability to making the right strategic choices about where to compete and how to ensure alignment and performance against the strategy TodayTomorrowFuture TAFE Value Pipeline

11 - 11 - Onscreen - white - small room.ppt Strategy Choices External Internal Institutes will need to enhance their capability to making the right strategic choices about where to compete and how to ensure alignment and performance against the strategy Granular Market & Portfolio Selection Policy Priorities & Market Opportunities Granular performance management Innovation System Scale-up capability Consolidation Exit & Divestment Fill-in Exploratory Options TodayTomorrowFuture TAFE Value Pipeline

12 - 12 - Onscreen - white - small room.ppt VET sector impact and capability diagnostic

13 - 13 - Onscreen - white - small room.ppt VET sector impact and capability diagnostic

14 - 14 - Onscreen - white - small room.ppt VET sector impact and capability diagnostic

15 - 15 - Onscreen - white - small room.ppt VET sector impact and capability diagnostic

16 - 16 - Onscreen - white - small room.ppt Get on with it …  It is granular in nature  It is based on sober optimism  It understands the “profitable core” concept  It logically translates into tactics  It is done with a huge sense of urgency Strategy in volatile times is about superior tactics, superior implementation and superior people

17 - 17 - Onscreen - white - small room.ppt …but these choices have to be made and implemented by people Personal responsibility Deny, defend, justify, alibi, blame, rationalise

18 - 18 - Onscreen - white - small room.ppt Fundamental capabilities of strategy in volatile times  Teamwork and partnerships – collective action within and across the value chain  Active anticipation  Innovation in processes, products and services and business models  A combination of organic and non-organic options  Explore and exploit simultaneously  “Mistakes are feedback from the gods” - do, learn, do. Management has to be the organisational shock absorber during the bumpy ride.

19 - 19 - Onscreen - white - small room.ppt ….and with the knowledge that Black Swans will be the norm Preparedness over prediction

20 “How you cling to your purity, young man! How afraid are you to soil your hands! All right, stay pure! What good will it do? Why did you join us? Purity it an idea for a yogi or a monk…To do nothing, to remain motionless, arms at your side, wearing kid gloves. Well, I have dirty hands. Right up to the elbows. I’ve plunged them in filth and blood. But what do you hope? Do you think you can govern innocently?” – Jean Paul Sartre Note: Source:

21 Discussion

22 Copyright © 2008 Deloitte All rights reserved. About Deloitte ‘Deloitte’ refers to the Australian partnership of Deloitte Touche Tohmatsu and its subsidiaries. Deloitte, one of Australia’s leading professional services firms, provides audit, tax, consulting, and financial advisory services through over 4000 people across the country. Focused on the creation of value and growth, and known as an employer of choice for innovative human resources programs, we are dedicated to helping our clients and our people excel. For more information, please visit Deloitte’s web site at www.deloitte.com.au.www.deloitte.com.au Deloitte is a member of Deloitte Touche Tohmatsu (a Swiss Verein). As a Swiss Verein (association), neither Deloitte Touche Tohmatsu nor any of its member firms has any liability for each other’s acts or omissions. Each of the member firms is a separate and independent legal entity operating under the names “Deloitte,” “Deloitte & Touche,” “Deloitte Touche Tohmatsu,” or other, related names. Services are provided by the member firms or their subsidiaries and affiliates and not by the Deloitte Touche Tohmatsu Verein.


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