Presentation on theme: "Www.naseej.com Shift to the future of education Disruptive Technologies Change the Face of Higher Education High level thoughts… Mohammed Husamaddin Director."— Presentation transcript:
www.naseej.com 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 Higher Education institutions are at a cross section on their strive to achieve goals. Rapid technological innovations, while presented many challenges, can also be the vehicle for unique differentiation. A strategy framework to navigate through these challenges will be suggested".
www.naseej.com Challenges, changes & status quo 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-t- these-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
www.naseej.com Alert on the public HEd model “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.
www.naseej.com Change to align with student success “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 21st Century” http://nation.time.com/2013/09/20/reinventing-our-universities-in-the-21st-century/
www.naseej.com Even challenges are changing & fluctuating http://www.educause.edu/research-and-publications/research/top-10-it-issues Top 10 issues facing higher education institutes over 10 years
www.naseej.com Facing the challenges, shaping the future… “…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). UniversitiesUK, Universitiesuk.ac.uk
www.naseej.com Scenario planning in HEd “Scenario thinking is a tool for motivating people to challenge the status quo, or get better at doing so, by asking ‘What if?” Nicolas Sayers. “A GUIDE TO SCENARIO PLANNING IN HIGHER EDUCATION” (2010). Leadership Foundation for Higher Education Improves planning Challenges mindsets Lends coherence Brings back choice Resolves conflict Engages and legitimizes
www.naseej.com Gartner scenario planning approach Modified approach: “storytelling” Simple but holistic, logical and practical. Uses two stages scenarios each of two variable approach - none of them is IT related! IT is used as parameter that affects variables: Institution Scale vs Quality of Service Institutional efficiency vs Personal productivity Key observation: focuses on “to educate” not on “to research”
www.naseej.com CIO’s tool to derive IT strategy “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.
www.naseej.com Gartner education hype Trough of Disillusionment Slope of Enlightenment Plateau of Productivity Technology Trigger Peak of Inflated Expectations Positive Hype Negative Hype Do not join in just because it is "in" Do not miss out just because it is "out" Maturity Time Out of Plateau
www.naseej.com Perceived Quality Scale Collectively defined Inclusive Exclusive University business models National Univ Community College Oxford Univ Tokyo Univ Cambridge Univ UK Open Univ Phoenix Univ Distant Learning Wharton College Harvard Business School <80% <10%<10% <1% Everything for everybody All pedagogical needs Pressure for cost Volume matters Everything for everybody All pedagogical needs Pressure for cost Volume matters Community values Source of self-esteem Strong exclusivity Community values Source of self-esteem Strong exclusivity Academic Freedom Creative Community Highest Standards Can't copy easily Academic Freedom Creative Community Highest Standards Can't copy easily Economy of speed Economy of Scale Individual reputation Aggressively marketed Economy of speed Economy of Scale Individual reputation Aggressively marketed Only Us Everybody's All About Me, Not Your University? Personally defined Source: Gartner.
www.naseej.com Perceived Quality Scale Collectively defined Inclusive Exclusive University business models National Univ Community College Oxford Univ Tokyo Univ Cambridge Univ UK Open Univ Phoenix Univ Distant Learning Wharton College Harvard Business School Only Us Everybody's All About Me, Not Personally defined Source: Gartner. Strategic IT services Adaptive learning Self services Analytics Mobile learning Strategic IT services Innovative Creative Unique High tech Strategic IT services Social learning Self services Community management Digital rights management Strategic IT services Predictive analytics Digital flexible content Cloud delivery Self services
www.naseej.com BUT! Where to start? Prime role For CIO Increase Personal productivity Increase institutional efficiency How to Balance
www.naseej.com The IT role matrix Improving productivity of student & researcher Improving productivity of student & researcher Improving Institutional ROI towards its objectives Improving Institutional ROI towards its objectives Critical position Critical position Institutional Star Institutional Star Ultimate Choice Ultimate Choice Personal Star Personal Star CIO CFOCEO Source: Gartner.
www.naseej.com Improving Institutional ROI towards its objectives Improving Institutional ROI towards its objectives Making choices; planning them Gartner Hype Maturity Index CRM, Enroll. SOA OC IAM Email LMS Web/App. Hosting FIAM Social Media E-Textbook OSS Middleware Suites "Cloud" Office Social Learning Platform Mobile Learning Smartphone Cloud Email Faculty ITIL OSS Fin. Tablet SaaS Admin App EA Lecture Capture & Retrieval SIS Standards SIS Data Interoperability OSS SIS BPO CRM, Ret. Open Microcredentials Mashups E-Book Readers WaaS MOOC COBIT Learning Stack Adaptive Learning Adaptive E-Textbooks Improving productivity of student & researcher Improving productivity of student & researcher Source: Gartner.
www.naseej.com Recommendations Short terms: Make sure technology disruptors and enablers are included in the strategic planning from Day One. 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