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The Agile University

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Slides for a talk on "The Agile University" presented by Niall Lavery and Dan Babington, PwC at the IWMW 2015 event held at Edge Hill University, Ormskirk on 27-29 July 2015.

See http://iwmw.org/iwmw2015/talks/beyond-digital-the-agile-university/

Published in: Education

The Agile University

  1. 1. Beyond Digital The Agile University
  2. 2. Higher Education is continually changing.
  3. 3. [ Student information system ] [ Web portal ] [ Data warehouse ] [ Business planning ] [ Research intelligence ] [ Collaboration ] The “performance culture” Increasing public scrutiny as a response to increasing scale and complexity of the HE sector. The “consumerisation of education” Greater variety of delivery models as a response to tertiary education becoming a value for money route.Sustained focus on Widening Participation 1992 re-definition of HEI landscape Increasing “freedom” in revenue generation Introduction of market forces Increase in scale and complexity of students and courses Shift from research to fees as primary “manageable” funding stream Increased scale of transnational education Increasing links between HE & enterprise Over the last few decades, Higher Education has had to react to sector-reshaping policy decisions…
  4. 4. Next? Nearable technology? Open learning? 3-D visualisation? Flipped classroom? Expand transnationally? Industry collaboration? Cut courses / schools? Add courses / schools? Collaborate with other unis? Virtual Learning Environment? Implement CRM? Agile delivery skills? Two speed IT? Attendance recording? Social media engagement? Digital tours? Open day app?
  5. 5. Marketisation of Higher Education will not be reversed and will accelerate The continued emergence of substitutes will start to materially impact demand for traditional degrees Digital will disrupt every part of the institution Introduction of the ‘Teaching Excellence Framework’ The pressure to respond to change is set to continue…
  6. 6. Niall Lavery Director, Innovation, PwC Dan Babington Higher Education Digital Lead, PwC
  7. 7. [ Digital is not about technology, it’s about people. ]
  8. 8. IT-alone-led approach to solving business problems can be like ‘laying train tracks’ Great for getting places – but only certain places If your stakeholders want to go somewhere different, you need a more flexible approach
  9. 9. Digital programmes are created by the right departments, not just IT All digital activity is linked to the university’s overall strategy The end user is fully involved in all the decisions about digital Academics, staff and students receive the right training and ongoing support
  10. 10. Benefits-focused approach to project delivery Common IT function capabilities required by all HEI functions… Structured programme & project delivery lifecycle Digital literacy by default (supported by L&D) User-centricity and willingness to change Common IT function behaviours required by all HEI functions… Structured problem-solving (“project thinking”) Digital adoption and comfort with new ways of working Software licensing & vendor management Common IT function activities to leave in the IT function… Systems maintenance & deployment Hardware & network design and management
  11. 11. • Planning staff seconded to the project: none. • Academic / college involvement: minimal. • Training approach: eGuide. • Good technology platform delivered: yes. • Business impact: slightly different monthly report now used for SMT reporting. • Project over-ran by £500k. One simple example: the impact of under-investment in business change • Ambitious Russell Group University. • Invested ~£1m in a new web-based Business Intelligence platform. • Objective was to “join up disparate data” and enable “performance reporting”. • Project led by the Planning team. Project context • Finance staff seconded to the project: two. • Academic / college involvement: regular, structured. • Training approach: User involvement in development, testing and formal training with follow-on support. • Good technology platform delivered: yes. • Business impact: game-changing long- and short-term planning capability. Same software  Same University Same IT team  Same supplier Very different outcomes • Ambitious Russell Group University. • Invested ~£1m in a new web-based modelling and analytics platform. • Objective was to allow colleagues from different teams to collaborate in business planning. • Project led by the Finance team. Project context
  12. 12. “Thinking digitally means taking a whole institution approach – this is the only way that the levels of innovation and cultural change required to become a digital university can be achieved.” The 2018 digital university: staying relevant in the digital age, PwC 2015
  13. 13. [ Digital is not about technology, it’s about collaboration. ]
  14. 14. You don’t need a digital strategy, you need a business strategy fit for the digital age.
  15. 15. Securing employment (Continuous) Self- development Scientific & humanitarian advancement Contribute to the community & economy Generate income Provide fulfilling careers Purpose of an Agile University
  16. 16. • Design and implementation of a new Directorate: The Office for Digital Learning. • Academic-led strategy development • A new “ecosystem” approach to the learning environment delivered by IT and the ODL. • Ambitious Post-1992 University. • Recognised need for new educational approach. • Project sponsored by SMT. Project context One simple example: collaboration to deliver better education “Dissatisfaction reduces steadily in line with increasing amounts of contact.” The academic experience of students at English Universities, Bekhradnia, 2012 The nature and volume of time spent with learners is critical. 1 “~40% of students say managing to balance working hours and study hours is having a negative effect on their education.” Student Experience Report, National Union of Students, 2008 The timing and flexibility of learning activities is important. 2 “It is obvious to students where blended learning is implemented as an add-on. It needs to be planned.” Student Expectations and Perceptions, Kandiko, Mawer, 2013 Pedagogical change is complex and it can go wrong. 3
  17. 17. [ Digital is not about technology, it’s about me. ]
  18. 18. The HE landscape is getting more and more competitive, and each and every stakeholder in your University will be getting more demanding. Agile Universities need to have the ability to engage with each and every one of them on a personal basis – whatever the channel of engagement. Gaining a clear understanding of who these stakeholders are, and be responsive to their needs is a critical success factor – and current systems and processes generally don’t support this. The University’s stakeholder community is complex and constantly changing… Stakeholders’ needs will change as their relationship with the University progresses
  19. 19. Exceeding stakeholders expectations requires a joined up approach… Stakeholders’ needs will change as their relationship with the University progresses Which types of prospective students do I want to target? • Do I know which location, language, socio-economic group, gender, academic field, learning style, social behaviours, etc. represent a student that I want to attract? • Similarly, do I know which students are most likely to be successful at my University? How do I convert them? • How do these students decide which University to apply to? • How do I honestly compare against my competitors against these criteria? • What can I do to improve this performance and effectively communicate that?
  20. 20. Stakeholders’ needs will change as their relationship with the University progresses Proximity to home is the primary decision making criteria for 31% of prospective students….but: • In socio-economic group A, it is only 22%; and • In socio-economic group DE, it is 53%. Many students will decide on criteria that the usual “attraction” techniques won’t influence: • 81% of students at Russell Group Unis chose their University based on academic reputation. • 71% of post-1992 HEIs chose their University because it provided the specific course they wanted. Exceeding stakeholders expectations requires a joined up approach…
  21. 21. Stakeholders’ needs will change as their relationship with the University progresses However – there are many criteria that you can use to engage prospects very effectively. What are the top 3? 1. Will I get value for money…specifically how will you educate me? • Maybe by combining digital tech, academic input and clear policies and processes to enable prospects to participate in SPOCs before applying. • Maybe by providing a richness of narrative that can avoid misunderstandings around SSRs. • Can I see evidence that you have thought about, and care about, how you will educate me in the best way possible? Exceeding stakeholders expectations requires a joined up approach…
  22. 22. Stakeholders’ needs will change as their relationship with the University progresses However – there are a bunch of really important things that you can use to engage prospects very effectively. What are the top 3? 2. Will I be able to feedback to the Uni on my experience, and will it be acted on in time for me to benefit? • “Feedback” is a very broad subject, and the perceived priority of this within prospective and current students is something that surprises many unis. • Students nowadays are used to instant communication, followed by immediate action – which is not really compatible with how most Universities are currently set up. This can be a real differentiator…. Exceeding stakeholders expectations requires a joined up approach…
  23. 23. Stakeholders’ needs will change as their relationship with the University progresses However – there are a bunch of really important things that you can use to engage prospects very effectively. What are the top 3? 3. Once you convert me, then what – will you still value me? • Whether or not everyone agrees, students perceive themselves to be a University’s greatest asset, and they need to be convinced that they will be valued – publishing a toothless student charter is no good – can I see evidence that you’re living the principles it contains? • Also, students are now wary of the “attention gap” following conversion – how are the various parts of the university collaborating to provide a high quality, “seamless” student experience from first contact forevermore? Exceeding stakeholders expectations requires a joined up approach…
  24. 24. How to win? TECHNOLOGY METHOD PARTNERSHIP + + Platform approach
  25. 25. Integrated student journey platform Student Info CRM CMS Registry Welfare Exams Lecture capture VLE Collaboration Performance reporting Student analytics Social media
  26. 26. Improved attraction, retention, attainment Coverage across the entire student journey in a single integrated platform Identify Attract & Convert Engage, Educate & Enrich Collaborate, Innovate & Reward
  27. 27. Improved attraction, retention, attainment Data-driven responsiveness, delivering a truly personalised experience for all Increase student satisfaction by acting on feedback in real-time Predict and resolve retention issues
  28. 28. Improved attraction, retention, attainment Designed from the ground-up for the Agile University 100% cloud-based 100% open 100% blended learning 100% partnership
  29. 29. We want help!

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