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Dr Rovel Shackleford CGIT commercialisation slideshow 210603
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Dr Rovel Shackleford CGIT commercialisation slideshow 210603



Public sector education commercialization model presented by Dr Rovel Shackleford to CGIT

Public sector education commercialization model presented by Dr Rovel Shackleford to CGIT



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Dr Rovel Shackleford CGIT commercialisation slideshow 210603 Presentation Transcript

  • 1. Gipps TAFE Commercialisation Introduction
  • 2. Vision
    • Develop, evolve, and implement a cohesive and robust commercial strategy,
    • Provide all internal stakeholders with the knowledge skills, and opportunity, in an enabling environment to maximize Gipps TAFE commercial development potential.
  • 3. Goal and Objectives
    • The goal is to - build a desire and capability across the Institute’s stakeholders to identify and exploit commercial opportunities.
    • The desired objectives – are to:
      • Short-term raise $7MIL income
      • Medium-term evolve a sustainable commercial model around the Institute as a Centre of Excellence
      • Long-term contribute in a significant way to establishing vocational training as a viable and high value option in the higher education market.
  • 4. Our Key Strengths Supportive management Resourceful workforce Commitment to succeed Geographic position Energy focus Strong intellectual asset National reach Broad Community support Flexibility
  • 5. Today’s Situation
    • Summary of the current situation
      • Undervalued,
      • Second class to universities,
      • Survival strategies instead of growth strategies,
      • No definable or apparent centre of excellence,
      • Fragmented branding,
      • Low awareness and articulation of vision or mission.
  • 6. How Did We Get Here?
      • Decimation of focal industries,
      • Brand fragmentation,
      • Assumed market loyalty,
      • Undervaluing of IP,
      • Lack of awareness of the core business of CGIT (next slide),
      • Fragmentation (silos) within faculty portfolios,
      • Lack of understanding in broad terms of industry needs.
  • 7. Core Business Structure Time/People Knowledge IP Product Asset
  • 8. Available Options
    • Build a strong commercial team ,
    • Build commercial capability through champions across the Institute,
    • Evolve a Centre of Excellence theme – Energy & Mining,
    • Develop strong and enduring high value partnerships,
    • Reposition IP and product management ,
    • Effective brand management ,
    • Revalue the Institute through profile reconstruction,
    • Evolve and grow a can do culture!
  • 9. Recommendations/Actions
    • Recommendations
      • Build the commercial engine,
      • Redefine and refocus,
      • Build viable partnerships and linkages,
      • Evolve a viable and robust business model.
    • Current Action
      • Commercial Services Group structure underway,
      • New codes of practice evolving,
      • Reworking of costing models underway – value focused/driven,
      • Team capacity building progressing,
      • Commercial Services Strategy in progress .
  • 10. The Partnerships Strategy Faculty Students Admin Industry Employer Groups Industry Assoc. Unions Federal Gov. State Gov. Local Gov. Global Other Institutions Community Linkages
  • 11. ‘ Commercial Development is a Team Effort’ People Ideas Implementation Results Feedback Performance Evaluation Plan/Strategy Capacity Building Monitor & Review
  • 12. Assess the current activity and opportunity. Key stakeholders meet to discuss opportunities based on current and projected activity and finalize the strategy Establish realistic short medium and long term targets Implement the strategy and monitor performance ROI assessment and performance review Review and modify strategy and forecast