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Developing A Strategic Institutional Response: What Type of Strategy, Leadership and Internal Structures are Required to Develop and Execute a Micro-credential Strategy?
The document discusses key considerations for developing a micro-credential strategy at an institution. It addresses three main questions: 1. How to strategically position micro-credentials, including where they fit within credit structures and programs. 2. What type of institutional leadership is required, such as transformational leaders who engage staff across the organization. 3. What type of internal structures are needed, such as integrating micro-credentials into existing faculty structures or creating a new professional education unit. The document provides analysis and examples to help institutions determine the best approaches for their context and strategic drivers.
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Developing A Strategic Institutional Response: What Type of Strategy, Leadership and Internal Structures are Required to Develop and Execute a Micro-credential Strategy?
- 1. What Type ofStrategy, Leadership and Internal Structures are Required to Develop and Execute a Micro-credential Strategy? Prof. Mark Brown https://www.deviantart.com/tag/loneranger Graz, 4th November 2022 MicroCredX
- 2. Your institution hasimportant choices! https://www.deviantart.com/tag/loneranger
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- 8. • Are micro-credentialsright for my university? 2. What type of institutional leadership is required? 1. If yes, how do you plan to strategically position them? 2022 3. What type of internal structures are required?
- 9. 1. How doyou plan to strategically position them? Germany EU Average What are your strategic drivers? Austria
- 10. Drivers Attractors Micro- credential Force Field Analysis Future ofWork Increase Employability New Revenue Skill Gaps Lifelong Learning Restraining Force 1 •Example text •Fill in your own •Example text Online Learning 1. How do you plan to strategically position them? Restraining Force 1 •Example text •Fill in your own •Example text Value of CPD COVID Crisis Knowledge Economy Knowledge Society
- 11. 1. How doyou plan to strategically position them? Where do they fit? Credit-bearing or not? Stackable or not? Size?
- 12. 2. What typeof institutional leadership is required? Photo by Annie Spratt on Unsplash “Get the right people on the bus and in the right seats” (Clayton Christensen, 2015)
- 13. Laissez-faire Transactional Transformative Effectiveness Engagement Who should beleading? ? Fit-for-Purpose Leadership 2. What type of institutional leadership is required?
- 14. “Effective leaders listen, link, leverage andthen lead, in that order” (Fullan & Scott, 2009, p. 97). 2. What type of institutional leadership is required?
- 15. 2. What typeof institutional leadership is required? (Bigelow, et al., 2022) Key interfaces - Finance Office - VLE Support - Teaching Support - Learning Support - Library Support - Marketing Office - Recruitment Office - Admissions Office - International Office - Alumni Office - Graduation Office - Who Else?
- 16. 2. What typeof institutional leadership is required? Who provides governance? Photo by Benjamin Child on Unsplash
- 17. Sets priorities Is outcomesfocused Is evidence based Makes clear who is responsible Is strategically networked Engages all staff across the organisation Is accountable Is transparent Zooms in and out Shares ownership and development plans with faculties Manages the risks and rewards of strategic partnerships Is strongly team-focused, pacesetting and transformative 2. What type of institutional leadership is required? 12 Principles for a Micro-credential Leadership Culture (adapted from Fullan & Scott, 2009)
- 18. • Mainstreams • Partof normal work • Strong alignment to macro-credentials NEW STRUCTURES WEAKNESSES WHAT ARE YOUR OPTIONS? S O W T INTEGRATE INTO THE NORMAL FACULTY STRUCTURES AND DELIVERY MODEL STRENGTHS CURRENT STRUCTURES • Less flexibility • Added workload • Limited disruption to normal business H1 Innovation How do you decide? 3. What type of internal structures are required? Brown, 2022
- 19. • Mainstreams • Partof normal work • Strong alignment to macro-credentials NEW STRUCTURES WEAKNESSES WHAT ARE YOUR OPTIONS? S O W T INCORPORATE INTO A CENTRAL ONLINE EDUCATION SUPPORT UNIT INTEGRATE INTO THE NORMAL FACULTY STRUCTURES AND DELIVERY MODEL STRENGTHS CURRENT STRUCTURES • Less flexibility • Added workload • Limited disruption to normal business • Greater coordination • Builds on current expertise • Reduced burden placed on academic staff STRENGTHS WEAKNESSES • Less flexibility • Added workload • Limited disruption to normal business H1 Innovation H1 Innovation How do you decide? Brown, 2022 3. What type of internal structures are required?
- 20. • Mainstreams • Partof normal work • Strong alignment to macro-credentials NEW STRUCTURES WEAKNESSES ESTABLISH A PROFESSIONAL AND CONTINUING EDUCATION UNIT WHAT ARE YOUR OPTIONS? S O W T INCORPORATE INTO A CENTRAL ONLINE EDUCATION SUPPORT UNIT INTEGRATE INTO THE NORMAL FACULTY STRUCTURES AND DELIVERY MODEL STRENGTHS CURRENT STRUCTURES • Less flexibility • Added workload • Limited disruption to normal business • Greater coordination • Builds on current expertise • Reduced burden placed on academic staff STRENGTHS WEAKNESSES • Less flexibility • Added workload • Limited disruption to normal business • Specialist services • Clear business owner • Common business and resource allocation model WEAKNESSES STRENGTHS • Faculty disconnect • Leveraging industry links • Weaker nexus between research and teaching H1 Innovation H1 Innovation H2 Innovation How do you decide? Brown, 2022 3. What type of internal structures are required?
- 21. • Mainstreams • Partof normal work • Strong alignment to macro-credentials NEW STRUCTURES WEAKNESSES ESTABLISH A PROFESSIONAL AND CONTINUING EDUCATION UNIT WHAT ARE YOUR OPTIONS? S O W T CREATE A COMPLETELY SEPARATE STANDALONE BUSINESS UNIT INCORPORATE INTO A CENTRAL ONLINE EDUCATION SUPPORT UNIT INTEGRATE INTO THE NORMAL FACULTY STRUCTURES AND DELIVERY MODEL STRENGTHS CURRENT STRUCTURES • Less flexibility • Added workload • Limited disruption to normal business • Greater coordination • Builds on current expertise • Reduced burden placed on academic staff STRENGTHS WEAKNESSES • Less flexibility • Added workload • Limited disruption to normal business • Specialist services • Clear business owner • Common business and resource allocation model WEAKNESSES STRENGTHS • Faculty disconnect • Leveraging industry links • Weaker nexus between research and teaching • Greater flexibility • Adopts a commercial business model • Easier to establish return on investment WEAKNESSES STRENGTHS • Little cross subsidisation • Outside of normal business • Loss of academic ownership H3 Innovation H1 Innovation H1 Innovation H2 Innovation How do you decide? Brown, 2022 3. What type of internal structures are required?
- 22. 3. What typeof internal structures are required?
- 23. (Presant, 2020) Bonus Question- What type of business model(s) are required?
- 24. Sole Unit SoleInstitution Peer Consortium NGO Led Industry Led OPM Led What models are you using or plan to implement and how successful are they? (Presant, 2020) Other Bonus Question - What type of business model(s) are required?
- 25. • What arethe risks? • What could possibly go wrong? • Do you need to plan for an exit strategy? Final remarks…
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