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Leading in Changing Times: Case Studies in Strategy and Policy Development

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Mark Brown from Dublin City University gave a presentation about 'Leading in Changing Times: Case Studies in Strategy and Policy Development' as part of the online events by expert pool Policy and Strategy Development within EMPOWER

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Leading in Changing Times: Case Studies in Strategy and Policy Development

  1. 1. Professor Mark Brown EMPOWER Webinar 31st August 2017 Leading in Changing Times: Case Studies in Strategy and Policy Development
  2. 2. What type of animal best describes you as a leader? Share your answer in the chat window
  3. 3. @mbrownz
  4. 4. Special Expo 70 Edition
  5. 5. To whom were these questions addressed B.G.?
  6. 6. To whom were these questions addressed B.G.? …before Google
  7. 7. • Why leadership? • What type of leadership? • Cases of leadership in action Three sections….
  8. 8. http://www.epigeum.com
  9. 9. What type of animal best describes you as a leader? Share your answer in the chat window
  10. 10. 1.  Why leadership?
  11. 11. …the old ‘pump, pump, dump’ model of instruction still dominates practice The uncomfortable reality is…
  12. 12. In 1976… 89% market share
  13. 13. The Language of Disruptive Innovation
  14. 14. • Where are we going? • Where should we go and why? • How can we get there? Scenario 1 - Open Networking Scenario 2 - Serving Local communities Scenario 3 - New Public Responsibilities Scenario 4 - Higher Education Inc
  15. 15. What are some of the major change forces? • • • • •
  16. 16. What are some of the major change forces? • Globalisation • Population mobility • Demographic changes • Changing nature of work • Growing demand for higher education
  17. 17. • Openness movement • Unbundling movement • Influence of AI on education • Learning analytics movement • Micro-credentialing movement • Others What are some of the major change forces shaping the future of higher education?
  18. 18. High impact (critical) uncertainties Growth of new global online providers Emergence of badges and micro-credentials Increased demand for part-time study options Increased supply reduces cost of qualifications Reduction of government funding to universities Increased demand for customised study options Increased staff demand for flexible work conditions Emergence of strategic alliances between universities Further development of new technological innovations
  19. 19. Disruptive Business Models Conventional Business Models
  20. 20. Disruptive Business Models Conventional Business Models StandardisedCourses CustomisedCourses
  21. 21. Disruptive Business Models Conventional Business Models StandardisedCourses CustomisedCourses Scenario 3 Scenario 4 Scenario 1 Scenario 2
  22. 22. “Digital transformation should be in the service of big ideas, not as a big idea in itself” (adapted from Barnett, 2011)
  23. 23. @mbrownz
  24. 24. “A prudent question is one-half of wisdom” Francis Bacon
  25. 25. 2. What type of leadership?
  26. 26. 2. What type of leadership?
  27. 27. What type of institutional leader are you? N S W E
  28. 28. -  Vision -  Big picture -  See new opportunities
  29. 29. -  Soft skills -  Relationships -  People-centric
  30. 30. -  Heavy lifting -  Make it happen -  Work to deadlines
  31. 31. -  See details -  Find the cracks -  Ask the questions
  32. 32. What type of institutional leader are you? N S W E
  33. 33. Alexandre Dumas “All generalizations are dangerous, even this one”
  34. 34. What does the literature tell us about leadership in higher education?
  35. 35. “Focuses on the critical role of leadership — not the Lone Ranger leader who rides into town and saves a single s c h o o l / c o l l e g e , b u t leaders whose very actions change the systems they work in.”
  36. 36. “Developing and implementing desired change is not an event but is a complex and subjective learning/unlearning process for all concerned” (p.73). Scott, G., Coates, H., & Anderson, M. (2008). Learning leaders in times of change: Academic leadership capabilities for Australian higher education. Australian Learning and Teaching Council, NSW. Scott, G. (2003). Effective change management in higher education. Educause Review, November/December, 64-80. Listen | Link | Lead
  37. 37. Kotter’s Change Model - 8 Steps
  38. 38. “Resilience requires adaptation and evolution to new environmental conditions, but retains core identity” (Weller & Anderson, 2013, p.55).
  39. 39. “A prudent question is one-half of wisdom” Francis Bacon
  40. 40. 3. Cases of leadership in action
  41. 41. 3. Cases of leadership in action
  42. 42. • Long History of Distance Education • Hosted National Centre for Distance Education • OSCAIL Early Adopter of Online Learning
  43. 43. Loop Class (Moodle) Loop Live (Adobe Connect) Loop Tube (Video) Loop Reflect (Learning Portfolio) Loop Write (Turnitin)
  44. 44. http://dcufuse.ie
  45. 45. One final item…
  46. 46. 1. On-line Primer…
  47. 47. Mark Brown Fred de Vries Panel Members 2. On-site Workshop…
  48. 48. What is the preferred future scenario for your institution? • Oldish University • Newish University • Resource University • Expansive University • Alliance University • Data University • Outsource University
  49. 49. Making the case…
  50. 50. Professor Mark Brown Director, National Institute for Digital Learning www.dcu.ie/nidlmark.brown@dcu.ie @mbrownz www.slideshare.net/mbrownz

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