Annual Lecture and Awards Ceremony 2013: Wendy Purcell - Disruption and Distinctiveness in Higher Education
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Annual Lecture and Awards Ceremony 2013: Wendy Purcell - Disruption and Distinctiveness in Higher Education

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  • Our strategy
  • The mission, purpose, of an institution binds its staff together as the current custodians of a University. This is why we come to work each day. To be part of an institution that is making a difference – to the world; to individualsIt is what our institutional strategies should be centred around and what each of us and all of our colleagues, whatever role they are in, help us to stay true to every single day.

Annual Lecture and Awards Ceremony 2013: Wendy Purcell - Disruption and Distinctiveness in Higher Education Annual Lecture and Awards Ceremony 2013: Wendy Purcell - Disruption and Distinctiveness in Higher Education Presentation Transcript

  • Disruption and distinctiveness in Higher Education Professor Wendy Purcell Vice-Chancellor, Plymouth University 23rd October 2013
  • Some features of the last decade … • Growth and massification • Demand outstrips heavily regulated supply • Persistence 3 year residential degree model • Prestige of traditional models • Private providers and FE marginal/subordinate to universities
  • Over the next three years… • • • • • New HE funding model in full effect by 2015 HE will be a more marketised environment Partnership models: private, business, other Emphasis on quality and value - ROI Reputation is what we leverage against OLD WORLD Public funding for public good NEW WORLD Income earned through value delivered
  • Vision for the HE sector in 30 years? • More accessible/more elite • More/less community engagement • More global/more local • High/low quality sector • More/fewer students • More/less funding • More/fewer HEIs • More/less regulation etc… Research outcomes from work undertaken by the Long-term Strategy Group of Universities UK; Spring 2011
  • Looking at other sectors … ‘BOLD – How to be brave in business and win ‘ SMITH & MILLIGAN
  • Lessons from other sectors? New entrants? Innovation? Continued market domination for a time ? • Lots of small niche suppliers & some big value entrants • In what is offered services, pricing, support, etc • Biggest and most financial sound of the ‘incumbents’ Failures, mergers and take• Amongst both original players and new entrants overs? New regulation ? New sources of funding? • To protect consumer interests; competition law • An influx of foreign investment at some point
  • O2 “In a market becoming more and more commoditised, we could differentiate by looking at the experience we delivered.” “We'll try and set the rules by which we think the game should be played and then others can choose to compete as they wish.”
  • Burberry “Our heritage is our foundation, but we continue to grow and develop.” “There's only one brand - so tighten control over anything the consumer sees.” “The perfect storm - continue to invest in those things which are customer facing in order to continue to fuel growth.”
  • Disruption can drive innovation … “If I asked people what they wanted, they would have said ‘faster horses’.” Henry Ford, early 1900s Entrepreneurial leaders view disruption as a source of opportunity
  • Slide Title Disruption of Higher Education New entrants, new models Unbundling of delivery Networks of providers Differentiation Pricing etc…
  • Challenges = Opportunities
  • Impact on UK HE Increasingly global environment for higher education Marketised - focus on choice, price and value = the product Distinctiveness, reputation, return on investment = student experience Policy changes, affordability, sustainability = transformation Disruption Expectations Economic Technological Societal Governmental … Income earned through value delivered
  • Challenges and Priorities • • • • • • • Student choice, experience and ROI Quality and innovation Financial sustainability Resilience and strategic agility Communicating distinctiveness and the offer Internationalisation and globalisation Leadership capacity and models and many (many) more! … invest in growth and building reputation
  • Higher Education as a public good Self-interest to Service Ivory Tower to Connected Exclusive to Inclusive Knowledge Creation and Knowledge Exchange Tax to Investment Local to Global Institutional to Civic Leadership
  • Beyond budgeting • How the sector is changed/has changed WHAT WE DO HERE MATTERS ...
  • Leading, governing and managing enterprising HEIs HEFCE Project • • • • • Differentiation and distinctiveness strategies Red and blue oceans – crowded market to new market spaces Race to the middle Importance of heritage and establishing a ‘sense of place’ Not aligned with UK Mission Groups
  • Axes of distinctiveness Focus: o Enterprise approach o Professions/employer engaged o Research priority o Specialist o Distance learning Academic offer & pricing Situational leadership & style The leadership challenge
  • Distinctiveness strategies UK HEFCE Leadership, Governa nce and Management Project
  • Slide Title
  • Students as partners
  • World class research • Seeking solutions to the ‘grand challenges’ of our day • World-leading research – key areas, focus, critical mass, environment • Pedagogy in HE & research-informed teaching • Public engagement – community research awards • Student engagement
  • International
  • Community Transforming lives …
  • WHAT WE DO HERE MATTERS ...
  • Motivated employees Innovation drives superior customer service MISSION values-centred organisation STRATEGY Customer satisfaction Reputational growth Revenue growth & profits
  • Race for excellence is a marathon and not a sprint! • Top 10 ranked universities founded before 1900 & two >8 centuries old! • Accelerating factors for ‘late-comers’ • • • • • • Use of English Distinctiveness & critical mass Relative benchmarking to competitors Pedagogic innovation Leadership & investment Stay the course and keep the long view Top 100 under 50 years ranking and top 300 world ranking
  • “If you want to build a ship, don’t herd people together to collect wood, and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.” Antoine de Saint Exupery, 1900-1944 Writer
  • Disruption and distinctiveness in Higher Education Professor Wendy Purcell Vice-Chancellor, Plymouth University 23rd October 2013