Transform to the power of digitalOpen Online EducationScenarios for Higher EducationTimo Kos@timokos/timokostimo.kos@capge...
Copyright © 2013 Capgemini Consulting. All rights reserved.Content1. Focus2. A brief history3. Disruptive Innovation?4. St...
Copyright © 2013 Capgemini Consulting. All rights reserved.3Open Online Education: three related and interacting developme...
Copyright © 2013 Capgemini Consulting. All rights reserved.Open Online Education: two perspectives4Values:TeachingPersonal...
Copyright © 2013 Capgemini Consulting. All rights reserved.Content1. Focus2. A brief history3. Disruptive Innovation?4. St...
Copyright © 2013 Capgemini Consulting. All rights reserved.Online (Distance) Learning: growing marketshare6‘Going the dist...
Copyright © 2013 Capgemini Consulting. All rights reserved.7Online (Distance) Learning: popular programs & coursesTable fr...
Copyright © 2013 Capgemini Consulting. All rights reserved.Online (Distance) Learning: student perspective8‘Online College...
Copyright © 2013 Capgemini Consulting. All rights reserved.9President Charles VestMIT, 2001“All courses for free,On line”O...
Copyright © 2013 Capgemini Consulting. All rights reserved.OpenCourseWare (OCW)“a free and open educational resource forfa...
Copyright © 2013 Capgemini Consulting. All rights reserved.Open Course Ware Consortium: 274 members (dec 2012)
Copyright © 2013 Capgemini Consulting. All rights reserved.Open Educational Resources: growth of the number of open course...
Copyright © 2013 Capgemini Consulting. All rights reserved.MOOC = Massive Open Online Courses (I)A. Early pioneers (2007/2...
Copyright © 2013 Capgemini Consulting. All rights reserved.MOOC = Massive Open Online Courses (II)B. Pioneers (2011-2012) ...
Copyright © 2013 Capgemini Consulting. All rights reserved.xMOOC platforms: Technology start-ups building new digital dist...
Copyright © 2013 Capgemini Consulting. All rights reserved.05101520#1 - Harvard University#3 - MIT#4 - University of Calif...
Copyright © 2013 Capgemini Consulting. All rights reserved.…experimenting with online didactics from other successfullopen...
Copyright © 2013 Capgemini Consulting. All rights reserved.… AND introducing new (non-formal) types of HE certificates iss...
Copyright © 2013 Capgemini Consulting. All rights reserved.Monetization strategies for MOOCs license model: a share of gr...
Copyright © 2013 Capgemini Consulting. All rights reserved.Content1. Focus2. A brief history3. Disruptive Innovation?4. St...
Copyright © 2013 Capgemini Consulting. All rights reserved.What will be the impact of Open Online Education on global & lo...
Copyright © 2013 Capgemini Consulting. All rights reserved.xMOOC platforms viewed from Gartners technology hypecycle persp...
Copyright © 2013 Capgemini Consulting. All rights reserved.The theory ofʺdisruptive innovationʺOnline Education viewed fro...
Copyright © 2013 Capgemini Consulting. All rights reserved.… and predicting exponential growth in the coming decade.Source...
Copyright © 2013 Capgemini Consulting. All rights reserved.The value propositons of OCW, MOOCs and Online Education compar...
Copyright © 2013 Capgemini Consulting. All rights reserved.The future? Early adoptors are positioning themselves for a new...
Copyright © 2013 Capgemini Consulting. All rights reserved.So are MOOCs a disruptive innovation for the online (distance) ...
Copyright © 2013 Capgemini Consulting. All rights reserved.Content1. Focus2. A brief history3. Disruptive Innovation?4. St...
Copyright © 2013 Capgemini Consulting. All rights reserved.What will be the possible financial impact on universities?29Mo...
Copyright © 2013 Capgemini Consulting. All rights reserved.Nyenrode BusinessUniversityMITTUDStanfordUniversiteitLeidenHigh...
Copyright © 2013 Capgemini Consulting. All rights reserved.Nyenrode BusinessUniversityMITTU DelftStanfordUniversiteitLeide...
Copyright © 2013 Capgemini Consulting. All rights reserved.Nyenrode BusinessUniversityDuisenbergSchool of FinanceUniversid...
Copyright © 2013 Capgemini Consulting. All rights reserved.What will be the impact of Open and Online Educationon traditio...
Copyright © 2013 Capgemini Consulting. All rights reserved.Learning perspective: effectiveness of instruction34Eric Mazur,...
Copyright © 2013 Capgemini Consulting. All rights reserved.Transform to the power of digitalTimo Kos, Principal Consultant...
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Open and Online Education - Scenario's for Higher Education

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Introductory presentation for a strategy workshop at the Erasmus University Rotterdam on trends & developments in Open and Online Education

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Open and Online Education - Scenario's for Higher Education

  1. 1. Transform to the power of digitalOpen Online EducationScenarios for Higher EducationTimo Kos@timokos/timokostimo.kos@capgemini.comCapgemini ConsultingMarketleader Educationslideshare.net/timokos
  2. 2. Copyright © 2013 Capgemini Consulting. All rights reserved.Content1. Focus2. A brief history3. Disruptive Innovation?4. Strategic scenario‟s2
  3. 3. Copyright © 2013 Capgemini Consulting. All rights reserved.3Open Online Education: three related and interacting developments
  4. 4. Copyright © 2013 Capgemini Consulting. All rights reserved.Open Online Education: two perspectives4Values:TeachingPersonal interactionThe quality of educationFocus:Campus populationFocus:World populationValues:LearningAccess to top teachersThe price of educationDidactic Economic
  5. 5. Copyright © 2013 Capgemini Consulting. All rights reserved.Content1. Focus2. A brief history3. Disruptive Innovation?4. Strategic scenario‟s5
  6. 6. Copyright © 2013 Capgemini Consulting. All rights reserved.Online (Distance) Learning: growing marketshare6‘Going the distance. Online Education in the United States, 2011’ (Infographic by Pearson Learning Solutions)
  7. 7. Copyright © 2013 Capgemini Consulting. All rights reserved.7Online (Distance) Learning: popular programs & coursesTable from ‘Study of UK online learning final report’, University of Oxford, 2010
  8. 8. Copyright © 2013 Capgemini Consulting. All rights reserved.Online (Distance) Learning: student perspective8‘Online College Students 2012’, The Learning House and Aslanian Market Research
  9. 9. Copyright © 2013 Capgemini Consulting. All rights reserved.9President Charles VestMIT, 2001“All courses for free,On line”Open Educational Resources: how it started
  10. 10. Copyright © 2013 Capgemini Consulting. All rights reserved.OpenCourseWare (OCW)“a free and open educational resource forfaculty, students, and self-learnersthroughout the world.”Open ContentOpenEducationalResourcesOCWOpen Educational Resources: DefinitionsOpen Educational Resources (OER)„materials offered freely and openly to use andadapt for teaching, learning, development andresearch‟Open Contentfreely available for modification, use andredistribution‟
  11. 11. Copyright © 2013 Capgemini Consulting. All rights reserved.Open Course Ware Consortium: 274 members (dec 2012)
  12. 12. Copyright © 2013 Capgemini Consulting. All rights reserved.Open Educational Resources: growth of the number of open courses12
  13. 13. Copyright © 2013 Capgemini Consulting. All rights reserved.MOOC = Massive Open Online Courses (I)A. Early pioneers (2007/2008) of connectivism & social learning (now cMOOC)13David Wiley (Brigham Young University)George Siemens (Athabasca University)Stephen Downes (National Research CouncelCanada)Proponents of connectivism use the web to explore the possibilitiesof open & social (‘networked’) learning
  14. 14. Copyright © 2013 Capgemini Consulting. All rights reserved.MOOC = Massive Open Online Courses (II)B. Pioneers (2011-2012) of free massive open online classes (now xMOOCs)14Salman KhanProf. Peter Norvig & Prof. Sebastian Thrun(Stanford)Prof Andrew Nge & Prof. Daphne Koller(Stanford)Prof. Anant Agarwal(MIT)These proponents use the web to provide traditionally structured online courses for free andaim to ‘disrupt higher education and open it up to the masses’.
  15. 15. Copyright © 2013 Capgemini Consulting. All rights reserved.xMOOC platforms: Technology start-ups building new digital distribution channelsfor ‘open’ online education...15Founded: April 2012Founder: Koller & Nge(Stanford professors)Company: For profitFunding: $22 million(Venture Capitalist)# Universities: 62# Courses: 337# Topics: All academic fields# Students: 3,3 millionCertification: Yes (most)Proctored examination: Yes,(5 accredited courses + partnershipwith ProctorU)Open Source: No (licenced)Founded: May 2012Founders: MIT & HarvardCompany: Not- for-profitFunding: $60 million(Harvard / MIT: 30 each)# Universities: 12# Courses: 20# topics: ICT, Engineering, Health#students: 700.000Certification: YesProctoree examination: Yes(450 CBT locations in 110 countriesvia partnership with Pearson VUE)Open Source: Partly (licenced)Founded: January 2012Founder: Sebastian Thrun(ex Stanford professor)Company: For profitFunding: $15 million(Venture Capital)# Universities: none# Courses: 22# Topics: ICT & STEM# Students: 800.000Certification: YesProctored examination: Yes(4000 CBT locations in 170 countriesvia partnership with Pearson VUE)Open Source: No (licenced)
  16. 16. Copyright © 2013 Capgemini Consulting. All rights reserved.05101520#1 - Harvard University#3 - MIT#4 - University of California- Berkley#27 - University of Toronto#35 - The University of Texas at Austin#63 - McGill University#64 - Australian National University#91 - Rice University#101-150 - École Polyt. Lausanne#201-300 - Delft University of Tech.#301-400 - Georgetown University-# - Wellesley CollegeNumber of courses announced or offeredCertificate after completionOfficial on-campus courseNon-official courseTextbook digital available0 5 10 15 20Stanford University - #2California Institute of Technology - #6Princeton University - #7Columbia University - #8University of Pennsylvania - #14University of California, San Diego - #15University of Washington - #16Johns Hopkins University - #17University of California, San Francisco - #18University of Wisconsin–Madison - #19The University of Tokyo - #20University of Michigan - #22University of Illinois at Urbana-Ch. - #25University of Toronto - #27University of Minnesota - #29Northwestern University - #30University of Colorado Boulder - #33Duke University - #36University of Maryland, College Park - #38The University of British Columbia -#39The University of North Carolina - #41University of Copenhagen - #44University of California, Irvine -#45Pennsylvania State University - #49Vanderbilt University - #50NO certificate after compl.March 2013Accredited course.. partnering with top universtities of the Shanghai Ranking (ARWU)(25 from the top 50, including 7 from the top 10)
  17. 17. Copyright © 2013 Capgemini Consulting. All rights reserved.…experimenting with online didactics from other successfullopen education start-ups…17Founded: 2006Founder: Salman KhanCompany: non-profitFunding: $ 10 million(Philantropists)# Courses: 3000+ weblectures(200 million + views)# Topics: Math,Science,HistoryArt, etc..# Students: ca. 8 millionCertification: NOProctoreed examination: NORevenue Model: Non-profitOpen Source: YesFounded: 2009Founder: Phillip SchmidtCompany: non-profitFunding: unknown (Philantropists)# Courses: 6 schools on openlearning# Topics: Open Data,EducationWebcraftSocial InnovationMathematical Future# Students: 30.000Certification: NOProctoreed examination: NORevenue Model: Non-profitOpen Source: YesFounded: 2011Founders: Zach Sims and RyanBubinskiCompany: for-profitFunding: $ 12,5 million (VentureCapital)# Courses: 5# Topics: JavascriptHTML & CSSPython,RubyJQuery# Students: 550.000Certification: NOProctoreed examination: NORevenue Model: Referral fee’sOpen Source: No (licenced)
  18. 18. Copyright © 2013 Capgemini Consulting. All rights reserved.… AND introducing new (non-formal) types of HE certificates issued forautomatically and/or peer-graded exams.18
  19. 19. Copyright © 2013 Capgemini Consulting. All rights reserved.Monetization strategies for MOOCs license model: a share of gross revenue between platform provider and universities offering courses hosted on theplatform for tuition paid degee programs or fees for additional services to students (e.g. coaching) Administrative fees: for certification on proctored exam locations Recruitment fees: from corporations for recruiting talented students Premium/Fremium model: free and upgraded paid versions of the MOOCs and services, resembling the ‘freemium’and ‘premium’ payment models of other internet services Advertisement: monetizing on the scale and social characteristics of users of the platform.19
  20. 20. Copyright © 2013 Capgemini Consulting. All rights reserved.Content1. Focus2. A brief history3. Disruptive Innovation?4. Strategic scenario‟s20
  21. 21. Copyright © 2013 Capgemini Consulting. All rights reserved.What will be the impact of Open Online Education on global & local Higher Education?21Is it a HYPE or a DISRUPTIVE INNOVATION?
  22. 22. Copyright © 2013 Capgemini Consulting. All rights reserved.xMOOC platforms viewed from Gartners technology hypecycle perspective …22(Smart) BrowsersSocial MediaYou TubeWeb CamsMOOCs do not fit the characteristics of a technology hype(although the media attention they receive do fit the characteristics of a media hype)
  23. 23. Copyright © 2013 Capgemini Consulting. All rights reserved.The theory ofʺdisruptive innovationʺOnline Education viewed from Christensens’s disruptive innovation perspective...„A process by which a product or servicetakes root initially in simple applicationsat the bottom of a market and thenrelentlessly moves „up market‟, eventuallydisplacing established competitors”‒ Professor Clayton M. Christensen,Harvard Business SchoolAuthor of Disrupting Class (2008) and TheInnovative University (2011)Low ranked(under) graduatedegree programsHigh ranked (under)graduate degreeprogramsTop ranked (under) graduatedegree programs
  24. 24. Copyright © 2013 Capgemini Consulting. All rights reserved.… and predicting exponential growth in the coming decade.Source: ‘Disrupting College’ (C. Christensen e.a., feb 2011)24
  25. 25. Copyright © 2013 Capgemini Consulting. All rights reserved.The value propositons of OCW, MOOCs and Online Education compared:25Traditional education(on-campus, f2f)OpenCourseWare xMOOCs Online (Distance)LearningAccessibility Selective/inclusive: (high) tuition,admission requirementsFree and open access for everyone Free and open access for everyone Selective/inclusive: (high) tuition,admission requirementsInstruction / classes Offline(inflexible schedule)Online courses, web-lectures &digital learning materialsOnline classes &digital learning materialsOnline courses(flexible schedule),Interaction betweenstudentsYes, mainly f2f & off-line No, self learners Yes,peer-to-peer via onlinelearning platforms and socialmedia and ‘MOOC-meetups’Yes, online learning platforms,virtual classrooms, and socialmediaQuality Control Yes, Accreditation Yes: for contentNo for processNo, only by reputation(professor / ranking)Yes, AccreditationInteraction betweenstudens & facultyYes, (mainly ) off-line & on-campus No Yes, online learning platforms andsocial mediaYes, online learning platforms andsocial mediaExercises Yes, both individual and in groups Yes, as static teaching materials(no student feedback)Yes, online excercises (quizes) withautomated answers & feedbackYes, revised by teacher/facultystaffExams Yes, on campus & graded by facultystaffYes, as static teaching materials(no grading)Yes, online & computer graded orby peer-gradingYes, online and graded by facultystaffIdentity verification Yes, on campus No Yes: proctored exams in computerbased testing centresYes, through online or on campusidentification processDeadlines Yes, fixed terms (semesters,trimesters)No Yes, dedicated course periodsduring the year as well as deadlinesfor homework & examsYes, several starting dates duringthe year as well as deadlines forhomework & exams during couresCertificate Yes, Accredited No Yes, ACE accredited certificate(only 5). Rest non-formal certificateof accomplishmentYes, AccreditedDegree Yes, Accredited No No (not yet) Yes, Accredited
  26. 26. Copyright © 2013 Capgemini Consulting. All rights reserved.The future? Early adoptors are positioning themselves for a new and truly global marketfor massive (low price) formal certificate & degree awarding online education26Traditional universitiesTimeMarketsegmentscMOOCFor Profit UniversitiesSelf Learner Population(badges)Certificate seeking(non-formal)Degree &Certificateseeking(formal)F2FCampus(formal)
  27. 27. Copyright © 2013 Capgemini Consulting. All rights reserved.So are MOOCs a disruptive innovation for the online (distance) learning market? YES271. MOOCs are distributed through new digital channels with a potential of attracting millions of visitors,creating valuable digital channels with the potential of new (low price) revenu models that are common inthe internet economy (scale now, monetize later).2. MOOCs serve a global mass market with a new value proposition that till recently was not available oraffordable for large groups of students around the world.3. Some of the MOOC courses provide the same content as on campus courses, and claim to be of thesame academic quality.4. MOOCs are not equal to a campus education, but a stripped down version targeted at astudentpopulation who do not need the full value offered at the high end of the market5. MOOCs are produced using widely accepted internet technology which enable any lecturer with a highacademic reputation to produce a MOOC by themselve and reach a potentially unlimited number ofstudents at a fraction of the cost per student that are needed for delivering traditional (online) universitylectures.6. MOOCs offer a supplement to on-campus courses and are already being integrated in credited(bachelor) degree programs.7. MOOCs are replacing parts of the regular campus curriculum and thereby start to alter the businessmodel and operating model of brick-and-mortar universities (leading to speciliazation betweenuniversities).
  28. 28. Copyright © 2013 Capgemini Consulting. All rights reserved.Content1. Focus2. A brief history3. Disruptive Innovation?4. Strategic scenario‟s28
  29. 29. Copyright © 2013 Capgemini Consulting. All rights reserved.What will be the possible financial impact on universities?29Moody’s Investors Service, Credit Outlook Higher Education Institutions USA, US Public Finance, Sept 2012
  30. 30. Copyright © 2013 Capgemini Consulting. All rights reserved.Nyenrode BusinessUniversityMITTUDStanfordUniversiteitLeidenHigher Education marketsegments – focus versus motive30AcademicProfessionalProfitNot-for-profitFocusofqualificationMotiveDuisenbergSchool of FinancePhoenixUniversityKaplanUniversityNCOIUniversity ofLiverpoolOUHS InhollandUniversidadEuropea de MadridAvansINSEADLiberty UNTIDeVryUniversity of SouthernCaliforniaUniversity ofNotre Dame
  31. 31. Copyright © 2013 Capgemini Consulting. All rights reserved.Nyenrode BusinessUniversityMITTU DelftStanfordUniversiteitLeidenWhere do the MOOC Platforms fit in these markets for online higher education?31Academic(selective)Professional(inclusive)For-ProfitNot-for-profitFocusofqualificationMotiveDuisenbergSchool of FinancePhoenixUniversityKaplanUniversityNCOIUniversity ofLiverpoolOpenUniversityHS InhollandUniversidadEuropea de MadridAvansINSEADLiberty UNTIDeVryUniversity ofNotre Dame
  32. 32. Copyright © 2013 Capgemini Consulting. All rights reserved.Nyenrode BusinessUniversityDuisenbergSchool of FinanceUniversidadEuropea de MadridMITDelft University ofTechnologyStanfordErasmus UniversityRotterdamWhen viewed as a disruptive innovation, an early adoption strategyfor massive online education differs per market-segment32Academic(selective)Professional(inclusive)ProfitNot-for-profitFocusofqualificationMotivePhoenixUniversityKaplanUniversityNCOIAmsterdam Universityof Applied ScienceOpen UniversitySaxion University ofApplied ScienceLEVERAGEGLOBALREPUTATIONADD. PROFNETWORKSERVICESLOCALLYAPPLIEDSCIENCESLOW PRICEFIGHTMARKET
  33. 33. Copyright © 2013 Capgemini Consulting. All rights reserved.What will be the impact of Open and Online Educationon traditional on-campus education?33“we are only at the beginning of the kind of re-engineering thatcould in time transform important parts—but only parts—of howwe teach and how students learn.”“edX is explicitly meant to extend teaching broadly, for those whoare interested, and to devise techniques to improve on-campus, class-based learning in all disciplines and formats.”William G. Bowen,president emeritus of Princeton(2013)Anant Agarwal (MIT),Director of edX
  34. 34. Copyright © 2013 Capgemini Consulting. All rights reserved.Learning perspective: effectiveness of instruction34Eric Mazur, Harvard professor in Physics“College is a place where aprofessor‟s lecture notes go straightto the students‟ lecture notes,without passing through the brainsof either.”Mark Twain**Probable source: Edwin E. Slosson (1927)
  35. 35. Copyright © 2013 Capgemini Consulting. All rights reserved.Transform to the power of digitalTimo Kos, Principal ConsultantMarket Leader Education & Employability NLTimo KosPhone: +31 (0)30 6897540Mobile: +31 (0)6 47924140timo.kos@capgemini.comhttp://linkedin.com/in/timokoshttp://twitter.com/timokosslideshare.net/timokos
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