The approach described is a transformational change methodology that blends participatory action research, design thinking, creative practices, and management consultancy tools. It is an agile process that facilitates building vision, mission, values, and buy-in across an organization. The approach unleashes creativity and focuses on capacity building, adaptability, and awareness of disruptive business landscapes. It is applicable to disruptions from emerging technologies and brings together different disciplines to enable learning, reflection, rapid prototyping, and transformation.

1. About the Approach

2. Approach
– A transformational change methodology that is a blend of:
• Participatory action research based (focus on action, teamwork, openness
& knowledge/learning).
• Design thinking approaches (HCD, service design tools, co-design, UX
design, social innovation tools),
• Creative practices (devising, role-play, rehearsing)
• Management consultancy tools (visual and kinaesthetic approaches like
Business Model Canvas, as well as traditional change management tools),
– An agile step-change journey, taken across the (hierarchy of the)
organisation, facilitated to distill vision and mission and values
– Unleashes participants’ creativity and inventiveness, to ensure buy-in
– Focuses on building capacity and adaptability and awareness of the
continuously disrupted business landscape

3. Approach is
• a relevant framework for emerging technology management, for enterprises of
any scale and operational model
3
• as applicable to the potential disruptions of the technologies for web 3.0 as it
has been for the disruptions of web 1.0 and web 2.0
• cross disciplinary - IT/digital/computing + business strategy/development +
creative/design approaches to innovation & entrepreneuring/intrapreneuring
• action and research based; enabling internal learning and reflection, customer
participation, and rapid prototyping
• a digital toolkit, brand, and IP owned by Rudman Consulting, and an openly
available source set of resources

4. •toolkit
4

5. 2014: Every business is a digital business
• IT/digital & business strategy are no longer separate
– being a connected company demands a creative approach, networked leadership, social
innovation with customers, collaborative approaches to capacity builiding
• Web 3.0 technologies will be extremely disruptive & demand creative strategy
– approaches such as co-design, UX design, service design, action research, lean start-up
methods
• Large enterprises will become the disrupters around web 3.0
– but they will need develop creative practices and be more open / engaged, because the
way people collaborate with companies, enterprise, governments, institutions has changed
• Universities will be just as disrupted as creative industries enterprises
– HEI teaching pedagogy, research, learning, enterprise spin out, and core business models
and practices will have to rapidly adapt 5

6. AmbITion Scotland
2009-11
...& AmbITion Scotland 2012-14
Over...
90 organisations completed AmbITion
Approaches in this programme
500+ organisations
repeatedly engaged
1250 professionals
in the network
17,000 visits per year to online
resources of The AmbITion Approach
The approach has been the
framework for national digital
development and business support
programmes funded by £3.7m so far -
for example...

8. The Approach
...is a relevant methodology to help the Higher Education Sector
- transform
8
mindsets, institutional culture, business models)
- adapt
operational models, engagement styles and channels
- build resilience
learn quickly, be open, build ecologies and networks
...because it brings action research, modern management
consultancy, design thinking, and creative practices together to
facilitate senior teams achieve transformation.

9. Universities must boldly transform...
9
“It’s tragic because, by my
reading, should we fail to
radically change our approach
to education, the same cohort
we’re attempting to ‘protect’
could find that their entire
future is scuttled by our
timidity.”
Lord David Puttnam
Speech at Massachusetts Institute of Technology, June 2012

10. Knowledge, reach, relevance, confer legitimacy
•Universities as institutions have held power through expertise, positional
authority, distance and mystery
•FutureLearn, Udacity, EdX, etc. bring that to everyone everywhere
10

11. 2020: Existing tech innovations likely to become
11
trends/businesses/sectors/
Crowdsourcing funds/work/products, wearable computing, robots

12. 2020: Existing tech innovations likely to become
12
trends/businesses/sectors/
E-currency, ubiquitous broadband

13. 2020: Existing tech innovations likely to become
trends/businesses/sectors/careers
13 Space, open innovation, big data, internet of things

14. 14
2020: Generation Z Careers?
Space Travel Agent
Body part 3D printer
Augmented Reality Architect
Personal Privacy/Avatar Manager
High-altitude broadband provider
Nano medic
Robotic care assistant programmer
Smart home designer
Digital currency financial advisor
New kinds of jobs demand new practical, digital, learning and life skills

15. 15
2020: threats for HEIs
What will learning be (expected to) look and be like by Generation Z?
- Flexible and personalised
- Great media presentations which are interactive, engaging
- MOOCs: some learning expected to be online
- Cross-disciplinarity: arts/media & science/tech & business/entrepreneurship
High cost and level of long-standing debt following a college education
- courses have to provide academic learning and practical routes into jobs careers
Online EMBA/MBAs from top-ranked universities in the world capture lions’ share of market
“Half of the business schools in this country could be out of business in 10 years—or five,”
(Richard Lyons, Dean, Haas School of Business, Berkeley.
In Bloomberg Buiness Week, Mar 14th 2014)

16. 2020: threats for HEIs
Challenge to build a Digital Campus and change mindset to openness,
collaboration, contribution, power to the edge from heirarchy, distance,
exclusivity, ego.
The large institution will especially be impacted by the web 3.0 digital
disruptions of: crowdsourcing of micro funds/tasks/products, e-currency,
robots, space,open innovation, big data, nano tech, wearable computing and
internet of things
16

17. 17
2020: opportunities for HEIs
Demand for cheap education from emerging regions
- but flexibility & personalised preferred to free
Demand for virtual and satellite partnership campuses overseas
Rise of virtual and satellite campuses of developing nation universities hosted in the UK
Powerful market and reputation building opportunities for research that is impactful (and
“legible”) in business/communities/government: university campuses become dynamic hubs
of innovation, learning and collaboration
Learners can be engaged beyond campus for life if there is flexibility, digital platforms, and
appropriate leadership ensures strategies are put in place so that the university can innovate,
collaborate, and/or react to market conditions

18. 2020: opportunities for HEIs
Creativity, initiative, imagination, entrepreneurial flair, digital skills, networks,
emotional intelligence, and social skills as well as the ability to be a global
citizen will increasing be needed and valued by students (and employers).
Creative approaches; engagement with culture, communities, & networks;
digital skills; interdisciplinarity; personal & professional development will all be
essential for the academy to offer - this is the focus of the offer in the place
Meaning will matter to Generation Z just as much as money - social enterprise,
CIC, charitable, and other T/QBL models of business to be given just as much
profile
Niche market opportunity if schools can be responsive and relevant to the
emerging businesses and careers the web 3.0 digital disruptions will create &
encourage cross-disciplinarity
18

19. The Approach
...is a relevant methodology to help the Higher Education Sector
- transform
19
mindsets, institutional culture, business models)
- adapt
operational models, engagement styles and channels
- build resilience
learn quickly, be open, build ecologies and networks
...because it brings action research, modern management
consultancy, design thinking, and creative practices together to
facilitate senior teams achieve transformation.