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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 11th, 2014; Muscat

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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.comChallenges, 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.comAlert 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.

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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/

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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

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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 21st 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.comGartner 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.comCIO’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.comGartner education hype

Trough ofDisillusionment

Slope ofEnlightenment

Plateau ofProductivity

TechnologyTrigger

Peak of Inflated

Expectations

PositiveHype

NegativeHype

Do not join in just because it is "in"

Do not miss out just because it is "out"

Maturity

TimeOut of Plateau

www.naseej.comGartner education hype

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Perceived Quality

Scale

Collectively defined

Inclu

siv

eExclu

siv

eUniversity business models

National UnivCommunity

College

Oxford UnivTokyo UnivCambridge Univ

UK Open UnivPhoenix Univ

Distant Learning

Wharton CollegeHarvard Business

School

<80%

<10%<10%

<1%

Everything for everybodyAll pedagogical needsPressure for costVolume matters

Community values Source of self-esteem

Strong exclusivity

Academic FreedomCreative CommunityHighest Standards

Can't copy easily

Economy of speedEconomy of ScaleIndividual reputation Aggressively marketed

Only Us Everybody's

All AboutMe, Not

Your University?

Personally defined

Source: Gartner.

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Perceived Quality

Scale

Collectively defined

Inclu

siv

eExclu

siv

eUniversity business models

National UnivCommunity

College

Oxford UnivTokyo UnivCambridge Univ

UK Open UnivPhoenix Univ

Distant Learning

Wharton CollegeHarvard Business

School

Only Us Everybody's

All AboutMe, 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.comBUT! Where to start?

Prime role

For CIO

Increase Personal

productivity

Increase institutional efficiency

How to Balance

www.naseej.comThe IT role matrix

Improving productivity ofstudent & researcher

Imp

rovin

g I

nsti

tuti

on

al

R

OI

tow

ard

s its

ob

jecti

ves

Critical position

Institutional

Star

Ultimate

Choice

Personal

Star

CIO

CFO CEO

Source: Gartner.

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Imp

rovin

g I

nsti

tuti

on

al

R

OI

tow

ard

s its

ob

jecti

ves

Making choices; planning them

Gartner Hype Maturity Index

CRM, Enroll.

SOA

OCIAM

Email

LMS

Web/App.Hosting

FIAM

SocialMedia

E-Textbook

OSSMiddlewareSuites

"Cloud" Office

Social LearningPlatform

Mobile LearningSmartphone

CloudEmailFaculty

ITIL

OSSFin.

Tablet

SaaSAdmin App

EA

LectureCapture& Retrieval

SISStandards

SIS DataInteroperability

OSSSIS

BPO

CRM, Ret.

Open Microcredentials

Mashups

E-BookReaders

WaaS

MOOC

COBIT

LearningStack

Adaptive Learning

AdaptiveE-Textbooks

Improving productivity of student & researcher Source: Gartner.

www.naseej.comRecommendations

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

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Questions

Thank You!