he digital transformation roundtable, november 2016

HE DIGITAL TRANSFORMATION ROUNDTABLE.1 7 / / N O V E M B E R / / 2 0 1 6

PAUL HOSKINSCHAIRMAN AND FOUNDERPRECEDENT

ANDREA BURROWSGLOBAL MANAGING DIRECTORPRECEDENT

PAUL WOODGATESHEAD OF SERVICES TO THE EDUCATION SECTORPA CONSULTING

QUESTIONSHow does a university become ‘digital at heart’?

How do you identify goals and objectives without a fixed future state in mind?

How does a university choose the first small steps towards greater change?

Is it possible to begin without defining ROI?

What is the best way to scale results from small initiatives in order to project likely outcomes for larger ones?

How can predictive analytics be used to inform digital decision making for universities?

AGENDAPresentation (20 mins)

Discussion (20 mins)

Exercise (30-40 mins)

Answering the questions (20 mins)

VISUALISING YOUR FUTURE

“To be the leading university-based business school in Europe.”

“To be the enterprise university.”

“To be a civic university with a global reputation for academic excellence.”

“To provide transformational opportunities through access to an excellent educational experience.”

“We will have a transformative impact on society through continual innovation in education, research, creativity, and entrepreneurship.”

“To place students at the helm of their own education, to guide them in the direction of their greatest potential, and to expand and deepen their contribution to the world.”

“The fundamental principles and properties of engineering systems are well-understood, so that these systems can be modelled, designed, and managed effectively.”

“The Earth’s most customer-centric company, where customers can find and discover anything they might want to buy online, and endeavour to offer its customers the lowers possible prices.”

“Connecting the world's professionals to make them more productive and successful.”

TRENDS IN VISION STATEMENTSExcellence in research

Prestige and global reputation

Impact on society

Empowering students

THINGS TO CONSIDERBrand reputation will become increasingly important. How can digital enhance this?

Students of tomorrow will have much more choice. What are the basics you need in place to be able to compete?

Where will your commercial competition excel?

What will be their approach to customer service?

BIGHAIRY AUDACIOUS GOAL

“An audacious 10–20 year goal to progress towards an envisioned future.”  

“It should be out of reach, but not out of sight.”  

THE DIGITAL OPPORTUNITIESCustomer service driven

Low cost and volume driven

Elite

FOUR KEY AREASStudent experience

Product

Research

Brand

DISCUSS.

IMAGINING FUTURE SCENARIOS

CATALYSTS FOR CHANGEThe degree is becoming devalued.

Vocational education is becoming more popular.

Commercial competition is increasing.

Degree-awarding powers are more easily attained.

Education is increasingly more expensive in the UK compared to overseas study.

Globalisation is driving more students to look beyond the UK for education.

SCENARIO #1 THE AUTONOMOUS STUDENTStudents are no longer constrained to one college or university and instead enrol with a degree-awarding body, which oversees the provision of education by numerous providers.

The student is autonomous and able to design and build their own curriculum, drawing on resources and facilities from a combination of traditional universities and online-only providers.

SCENARIO #1 THE AUTONOMOUS STUDENT• Providers have essentially become independent

contractors.

• Nearly all courses are available for remote study.

• Competition for students is fierce and it’s survival of the fittest. No university can rely on stronger aspects of their offering to support those that are weaker, as students will pick and choose components that appeal.

• Newer institutions have the advantage of flexibility and agility, due to the relative freedom that comes with lack of legacy.

SCENARIO #2 THE NEW UNIVERSITYThe traditional university model is no more. As a result of escalating pressure from alternative providers, universities have developed new modes of operating, fully capitalising on the best of technological and digital advances.

Alternative providers of education have won little share of the core market but do thrive in the CPD and vocational space, where they offer modular education at relatively low cost.

SCENARIO #2 THE NEW UNIVERSITY• Universities employ a ‘blended’ learning approach,

with lectures and supporting educational materials consumed digitally and contact hours spent on interactive discussion and tutorials.

• A relatively unchanged ranking criteria remains, based largely on research reputation and employability.

SCENARIO #3 HIGHER EDUCATION INC.Higher education institutions become global brands competing globally to provide education and research services on a commercial basis.

Research and teaching are increasingly disconnected, and institutions concentrate on what they consider to be their core business – either teaching or research, with very little overlap.

SCENARIO #3 HIGHER EDUCATION INC.• The majority of the market is demand driven, with

business-like methods

• The most prestigious institutions continue to be more supply-driven and managed through peer assessment.

• Many universities are opening new institutions or branch campuses abroad, franchising educational programmes, etc.

• An international division of labour is emerging, with some countries earning a reputation for particular fields of study and research.

SCENARIO #1 THE AUTONOMOUS STUDENTSCENARIO #2 THE NEW UNIVERSITYSCENARIO #3 HIGHER EDUCATION INC.

PLANNING YOUR OBJECTIVES

GROUP ACTIVITY• In groups, devise objectives to work towards

your assigned Big Hairy Audacious Goal.

• Be mindful of – but not limited by – your future scenario.

• Remember that while each objective serves as a step towards your ultimate goal, it must also have sufficient intrinsic value in order to be awarded budget and resource, without a guaranteed future outcome.

FOUR KEY AREASStudent experience

Product

Research

Brand

ANSWERING THE QUESTIONS

QUESTIONSHow does a university become ‘digital at heart’?

How do you identify goals and objectives without a fixed future state in mind?

How does a university choose the first small steps towards greater change?

Is it possible to begin without defining ROI?

What is the best way to scale results from small initiatives in order to project likely outcomes for larger ones?

How can predictive analytics be used to inform digital decision making for universities?

MEANINGFUL IDEAS, INTELLIGENTLY DELIVERED.