Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Introduction to Radiant - Market Opportunity and Value Positioning


Published on

  • This presentation suggests the open source solutions do not offer an end-to-end solution, but that is incorrect. There are many service companies or partner networks which provide exactly this for the open source products, giving great flexibility and making the open source products an extremely attractive proposition.
    Are you sure you want to  Yes  No
    Your message goes here
  • Be the first to like this

Introduction to Radiant - Market Opportunity and Value Positioning

  1. 1. Innovation In Education<br />CREATING NEW APPROACHES TO LEARNING<br /> IN THE 21ST CENTURY<br />Wendy Colby<br />
  2. 2. The Time Is Now<br />Readying for a New Generation of Education Delivery <br />
  5. 5. Introducing …<br />
  6. 6. Radiant Vision<br />students to teachers to content<br />parents to administrators<br />teachers to professional development<br />content to state standards<br />students to teachers to virtual schools<br />administrators to longitudinal data<br />and more<br />6<br />Facilitating connections<br />Radiant connects<br />everywhere and anytime<br />
  7. 7. Radiant Vision<br />7<br />With a focus on the learner<br />“Technology needs to be a learning tool.”<br />- Mr. Alvin Wilbanks, Superintendent, Gwinnett <br />
  8. 8. Core elements of the radiant solution<br />CONTENT MANAGEMENT<br />STUDENTMANAGEMENT<br />ASSESSMENT<br />INSTRUCTION<br />REPORTING & DATA<br />PROFESSIONAL DEVELOPMENT<br />Attendance Management<br />Grade Book Management<br />Discipline Management<br />Assessment Alignment<br />Assessment Management<br />Test Delivery<br />Scoring<br />Prescriptions<br />Lesson Plans<br />Instructional Alignment<br />Assignment Management<br />Instructional Delivery<br />Individual Learning Paths<br />Qualitative Reporting<br />Quantitative Reporting<br />NCLB Reporting<br />Standards Reporting<br />Usage Analytics<br />Training Guides<br />Training Roadmap<br />PD Delivery<br />Staffing<br />Budgeting<br />ROI<br />MEDIA ASSET MANAGEMENT<br />COMMUNICATION & COLLABORATION<br />Announcements<br />Messaging<br />Peer Review<br />Calendars<br />Event Scheduling<br />Mobile Services<br />Virtual Meetings<br />File Sharing<br />Blogging / Wikis<br />Discussion Boards<br />Social Networking<br />DATA MANAGEMENT<br />Data Architecture<br />Database Management<br />Data Security Management<br />Core framework aligned to current market drivers; new apps & capabilities can be added over time<br />Data Warehousing<br />Data Mapping Services <br />
  9. 9. Radiant Vision<br />9<br />Market opportunity<br />District Platform Use by Type<br />Huge<br />Opportunity<br />Approximately 65% of school districts currently home-grow their own platform or don’t use one at all<br />Source: NCES school district data; Americas Digital Schools 2008 Report; Simba K–12 Technology, Tools, & Trends 2009 Report<br />9<br />
  10. 10. Radiant Vision<br />10<br />Addressable market <br />Commercial Platform Delivery <br />* K-12 Market *<br />($Millions)<br />New Platform Delivery is ONLY the foundation for new sales – opportunity grows significantly with addition of content and services<br />Source: NCES school district data; Americas Digital Schools 2008 Report; Simba K–12 Technology, Tools, & Trends 2009 Report<br />Excludes new content monetization delivery (upside)<br />
  11. 11. LEAD USERS EMBRACING DIRECTION<br />Richmond<br />Gwinnett<br />Puerto Rico<br />Chicago Public Schools<br />OVER $50M IN CURRENT RFPS<br />$$$ IN FUNDING MATCHES<br />Our new charter is to scale the model to districts large and small <br />You are the team to make it happen!<br />
  12. 12. Key Market Trends<br />Many players are entering the market, although they are split across several categories and none hold a dominant position:<br />Many players are extending their modules to become end-to-end platforms (e.g. Pearson K-12, Blackboard Learn)<br />Barriers to technology are falling<br />Device maturity, school connectivity (broadband and power), and cloud-based content are reducing the costs and access challenges of education technology<br />Key states are calling for comprehensive platforms<br />12<br />Market & competitive dynamics<br />Kentucky, April 2010 RFP: “The purpose […] is to incorporate into one central portal, common core standards-based resources, including assessment banks, learning targets, curriculum mapping, lesson planning, instructional tools, professional development, and others”<br />
  13. 13. Evolving Competitor landscape<br />Competitive Mapping<br />HMH Radiant Goal<br />High<br /><ul><li>Open-content allowed
  14. 14. Pre-loaded HQ content
  15. 15. Easy to Use</li></ul>Traditional Content Companies<br />Potential Heavyweights (e.g. Google)<br />Technology companies have slightly more end-to-end platforms<br />High-quality content assets give content companies an edge over software-only companies<br />Technology Focused Companies (Blackboard, SchoolNet, etc)<br />Product/Technology Innovation<br />HMH Legacy Platforms<br />Open-Source<br />(Moodle, Sakai, etc)<br />Free open-source competitors have a compelling business model, but don’t currently offer end-to-end<br /><ul><li>Free / Open Source
  16. 16. End-to-End</li></ul>Low<br />Low<br />High<br />Business Model Innovation<br />Framework: Making Innovation Work, Davila, Epstein, Shelton: Wharton School Publishing, 2006<br />13<br />
  17. 17. 14<br />Opportunity levers <br />
  18. 18. The key needs of our target market segments are reflected in the vectors of differentiation evident in the competitive landscape<br />New value positioning<br />Vectors Of Differentiation Evident In Assessment Of Competitive Landscape<br />Key Needs Of Target Market Segments<br />Robust, scalable system<br />Easy to use, robust, and scalable<br />Ease of use<br />Affordable<br />Modular pricing and bundling<br />Mix of content sources and types<br />Open – content agnostic<br />Pre-loaded high quality content<br />Pre-loaded high-quality content<br />Anytime, anywhere access<br />End-to-end<br />End-to-end - Comprehensive<br />Integrated with other enterprise systems<br />Customized views<br />15<br />
  19. 19. Value by stakeholder group<br />Administrators<br />Market Segment Needs<br /><ul><li>Robust, scalable system for varying district sizes
  20. 20. Integrated with SIS with ecosystem of support
  21. 21. Choices in pricing and content bundling
  22. 22. Standards-aligned where applicable</li></ul>Primary Motivators<br /><ul><li>Districts seeking seamless, hassle-free information infrastructure
  23. 23. Support accountability and compliance with standards
  24. 24. End-to-end reduces administrative overhead in procuring and running multiple systems
  25. 25. Modular and extendable ensures sale isn’t all-or-none</li></ul>Teachers<br />Market Segment Needs<br /><ul><li>Platforms should be able to accept a mix of pre-loaded/cartridge proprietary content and open content from many sources/providers
  26. 26. Include formative assessment, remediation, and Professional Development
  27. 27. Pre-loaded high quality content</li></ul>Primary Motivators<br /><ul><li>Readily understood and adoptable hassle-free technology
  28. 28. Teachers need flexibility in the content they load</li></li></ul><li>Value by stakeholder group<br />Parents<br />Market Segment Needs<br /><ul><li>Ease of use; customized views for parents</li></ul>Primary Motivators<br /><ul><li>Timely access to information
  29. 29. Continuation of the learning environment at home
  30. 30. Engagement with teachers and administrators on student’s learning progress</li></ul>Students<br />Market Segment Needs<br /><ul><li>Increasingly rich, multimedia content (vs. flat text)
  31. 31. Any place, any time access to personalized content</li></ul>Primary Motivators<br /><ul><li>High quality content to ensure learning is maximized
  32. 32. Continuation of the learning environment at home
  33. 33. Discretion to augment the learner’s progress with the right content at the right time</li></ul>17<br />
  34. 34. Market differentiation<br />Credibility<br />Uniqueness<br /><ul><li>Radiant is a natural extension of Learning Village and HMH’s other platform assets, and will leverage proven Global Scholar technology
  35. 35. HMH has already begun shift to Radiant (HMH Integrated Platform) in naming, technology licensing, and RFP responses
  36. 36. HMH emphasis on aligning and leveraging core teams for full K-12 push
  37. 37. HMH can offer pre-loaded content on Radiant that big platform-only companies (Blackboard, etc) can’t
  38. 38. Radiant can offer further end-to-end value not currently in enterprise platforms (e.g. Professional Development)</li></ul>Lo<br />Hi<br />Lo<br />Hi<br />Relevance<br />Sustainability<br /><ul><li>Customers have high switching costs and expect to see content presented through a platform
  39. 39. Upstream from basal platform
  40. 40. HMH will need to establish ecosystem of suppliers, integrators, and partners to help sustain platform
  41. 41. Maintains a critical position in the end-to-end platform market to sustainably enable HMH content sales
  42. 42. Positions HMH for additional growth in extensions and supplementals delivered through the platform
  43. 43. HMH focus on core value-added services to fight off commoditization and open-source trends</li></ul>Lo<br />Lo<br />Hi<br />Hi<br />
  44. 44. Value chain potential<br />Potential Long-term Goal<br />Stage 4<br />Integrated, Full-Service Solutions Provider<br />Solutions Revenue as % of Total Revenue <br />2011 <br />Goal<br />HMH<br />2010<br />Stage 3<br />Targeted Solutions Provider<br />Offer full range of integrated solutions to deliver differentiated customer economics <br />High<br />Stage 2<br />“As Needed”<br />Service Provider<br />Solve selected customer problems and make money doing it<br />Stage 1<br />Help business by providing customers with pre and post sales services<br />Full capability to develop and deploy solutions for unique customer needs<br />Solution revenues become primary business focus<br />Organization and incentives fully restructured around solutions<br />Overall solution quality and performance becomes primary business metric<br />Product-Centric<br />Solutions defined for select sets of customer needs <br />Solution revenues seen as significant growth contributor<br />Dedicated teams organized around solutions with ability to influence product combination sales<br />Overall solution quality and performance measured and important to business<br />Sell new products and charge for services<br />Software and services as ‘necessary support’ for product sales<br />Revenue tracked but not a growth driver<br />Service organization focused on after-sales support <br />Service performance measured and more consistent<br />Product sales are paramount<br />Limited service portfolio<br />Inconsistent service quality<br />Low<br />Low <br />Medium<br />High<br />Solutions Maturity level<br />HMH is in early phases of “solution” value chain; commitment to integrated platform opens new commercial opportunities<br />
  45. 45. HMH in the new world<br />Nurture communities of learning<br />Expand to education related areas that leverage core competencies<br />Give educators more insight and more time<br />Extend the reach of quality education<br />Enable relevant, personalized and engaged learning<br />Learning Networks<br />Intensive Intervention<br />Open Source Network<br />High Quality Content<br />New Apps<br />(ie credit recovery)<br />Targeted Remediation<br />User Contribution<br />Social & Mobile<br />Data Mining<br />Interactive Classroom for Teachers/Parents<br />Job embedded PD<br />Integrated/Adaptive Delivery Platform (Mobile, Hosted, Etc.)<br />20<br />
  46. 46. Creation of the Digital Solutions Team<br />Building momentum<br />Launch Team for Radiant -- Getting the Word Out<br />Enterprise Sales Teams – Taking the Lead in Phase 1<br />Infusing New Knowledge Base in Cross Functional HMH K-12 Teams<br />Partnering with Global Scholar for Success<br />Formalize Alignment for Full Sales, Product, Market, Pre- and Post- Implementation Support<br />
  47. 47. Creation of the Digital Solutions Team<br />And on the horizon<br />Market Launch / PR Activity<br />New Sales Tools / Microsite Next Week<br />Web Ex Training Schedules to Come<br />Demo Sites<br />Core RFP Support & Enterprise Support <br />
  48. 48. Creating a Spark for Learning<br />
  49. 49. Thank You<br />
  50. 50. Strategic partnerships <br />Allen Burgtorf<br />
  51. 51. Creation of the Digital Solutions Team<br />21st century learning<br />“The essential question facing us as we transform the U.S. education system is this: What should learning in the 21st century look like?”<br /> - (NETP 2010; USDOE). <br />
  52. 52. Creation of the Digital Solutions Team<br />Collaboration & integration<br />SUPPORTING QUALITY CURRICUUM AND INSTRUCTION <br />Integration of the existing tools with HMH resources<br />Promote anytime, anywhere access to Essential Curriculum <br />Expanding on dynamic repository/library of rigorous digital content<br />ALIGNMENT OF ASSESSMENT WITH INSTRUCTION <br />Align short-cycle & benchmark assessments to digital resources / prescription<br />Provide prescriptive digital resources that support differentiated instruction in reading, English, mathematics, science, and social studies<br />PROFESSIONAL DEVELOPMENT <br />Support Web-based learning modules for PD<br />PARENT, FAMILY OUTREACH <br />Complement the Take Home Libraries with digital resources, electronic books <br />Incorporate technology and web-based solutions for Extended Day<br />
  53. 53. From the desk of Alvin Wilbanks<br /><ul><li>“Schools should use more of the technology that student and teachers use in their personal life”
  54. 54. “We shut kids down when they come to school”
  55. 55. Technology needs to be a learning tool, not a teaching tool.
  56. 56. 60% teachers -- use technology to teach
  57. 57. 26% students -- use technology to learn
  58. 58. “Emerging technologies bring us into exciting times. Coupled with the budget challenges, we need to find ways to make things better, faster, and easier for teachers.”
  59. 59. “Core strategic partners are essential for our long term success”</li></li></ul><li>Creation of the Digital Solutions Team<br />Federal definition of <br />instructional systems<br />A technology-based tools and other strategies that provide teachers, principals, and administrators with meaningful support and actionable data to systemically manage continuous instructional improvement, including such activities as: instructional planning; gathering information (e.g., through formative assessments (as defined in this notice), interim assessments (as defined in this notice), summative assessments, and looking at student work and other student data); analyzing information with the support of rapid-time (as defined in this notice) reporting; using this information to inform decisions on appropriate next instructional steps; and evaluating the effectiveness of the actions taken. Such systems promote collaborative problem-solving and action planning; they may also integrate instructional data with student-level data such as attendance, discipline, grades, credit accumulation, and student survey results to provide early warning indicators of a student’s risk of educational failure.<br />
  60. 60. Radiant product suite<br />
  61. 61. Following the cycle of education<br />*Multi-Lingual Support*<br />
  62. 62. Creation of the Digital Solutions Team<br />Early adopters<br /><ul><li>The Department of Education, Puerto Rico
  63. 63. Chicago Public Schools
  64. 64. Richmond County Public Schools, Georgia
  65. 65. City College, Fort Lauderdale</li></li></ul><li>Radiant core values<br />Saves Teachers Time and helps them be More Effective: <br /><ul><li>Teachers get to manage students/ groups/ classes on an exception basis (watch list, performance based scheduling, differentiated instructions, assessments tied to standards, auto grading of assignments, sharing of curriculum / learning plans with other teachers, real time access to data etc.)</li></ul>Saves Time and Money for Administrators:<br /><ul><li>Administrators can more effectively manage curriculum, district / statewide assessments, schedule based on performance, facilitate PD, supplemental tutoring, get access to real time data for informed decision making
  66. 66. Improved communication, collaboration and accountability
  67. 67. Total Cost of Ownership at least 30% lower costs to alternatives</li></ul>Improves user experience for parents and students:<br /><ul><li>Proactively know what is going on in the classroom everyday
  68. 68. Get informed on ‘exception based’ behavior changes (attendance, grades, etc.)
  69. 69. Access to online lessons, supplemental resources and On-Demand Tutoring</li></ul>Solutions focus on the two important aspects of student performance: Teacher effectiveness and Curriculum and instructional practices<br />33<br />
  70. 70. Customer testimonials<br />“….. Bottom line, it is one of the most comprehensive Student Management solutions I have encountered and it is architected all under .NET” <br /> - Scott Futrell, CIO Gwinnett County<br />“It is exciting to talk about all the development that is transpiring; we continue to be impressed with your attention to detail and that you are obviously listening to us.” <br /> - Nancy Larson, Manager IT, Bellevue School District<br />34<br />
  71. 71. Defining a strategic alliance<br />Who Says Elephants Can’t Dance?<br />Louis V. Gerstner, CEO IBM<br />35<br />