62 Universities Have Partnered With Coursera (16 outside US)Berklee College of MusicBrown UniversityCalifornia Institute of TechnologyCalifornia Institute of the ArtsCase Western Reserve UniversityColumbia UniversityCurtis Institute of MusicDuke UniversityÉcolePolytechniqueÉcolePolytechniqueFédérale de LausanneEmory UniversityGeorgia Institute of TechnologyHebrew University of JerusalemIE Business SchoolIcahn School of Medicine at Mount SinaiJohns Hopkins UniversityLudwig-Maximilians-UniversitätMünchenNational Taiwan UniversityNational University of SingaporeNorthwestern UniversityOhio State UniversityPennsylvania State UniversityPrinceton UniversityRice UniversityRutgers UniversitySapienza University of RomeStanford UniversityTechnical University of Denmark (DTU)TechnischeUniversitätMünchen (Technical University of Munich)Tecnológico de MonterreyThe Chinese University of Hong KongThe Hong Kong University of Science and TechnologyThe University of British ColumbiaThe University of EdinburghThe University of North Carolina at Chapel HillThe University of TokyoUniversidad NacionalAutónoma de MéxicoUniversitatAutònoma de BarcelonaUniversiteit LeidenUniversity of California, IrvineUniversity of California, San Diego University of California, San FranciscoUniversity of California, Santa CruzUniversity of Colorado BoulderUniversity of CopenhagenUniversity of FloridaUniversity of GenevaUniversity of Illinois at Urbana-ChampaignUniversity of London International ProgrammesUniversity of Maryland, College ParkUniversity of MelbourneUniversity of MichiganUniversity of MinnesotaUniversity of PennsylvaniaUniversity of PittsburghUniversity of RochesterUniversity of TorontoUniversity of VirginiaUniversity of WashingtonUniversity of Wisconsin–MadisonVanderbilt UniversityWesleyan University
Uncontrolled cost increasesCritical skills not learnedResistance to innovationIrrelevant ScholarshipTenure and accountabilityTuition subsidizes researchPrestige arms raceChange the value propositionLower performance relative to desired attributes from mainstream customersHave attributes valued by fringe (new) customers Cheaper, smaller, simpler, more convenientExperience and investment improve them so they eventually take over old marketQuality at scaleCompeting on costIntegration of career and academic preparationProblem-focused researchIs there a crisis in higher ed? (subset of culture and global crises)What’s an education? (Newman vs. Utilitarians) What’s it for?What do we know about teaching and learning? (Metrics and assessment)What’s a university? (Bologna/Paris, Nostalgia/History, Faculty Governance) Same questions withthe inclusion of women and minorities; the advent of technical colleges, community colleges and land-grant universities; and the implementation of the G.I. Bill.The running battle of abstract thinking and applied knowledgeIs this time different?
MOOCs and Libraries Massive Opportunity or Overwhelming Challenge
MOOC& Libraries s Massive Opportunity
or Overwhelming Challenge?Jim Michalko, OCLC ResearchWith ample borrowings from Lorcan Dempsey, Brian Lavoie, Chris Galvin and Tam Dalrymple of OCLC
MEDIA FRENZY• Individual personal attention•
Any schedule• Any place• Tutorial relationship – takes into account individual differences in learning• Better than the crowded classroom of the ordinary American UniversityUniversity of Chicago’s Home-Study Department regarding their correspondence courses
At least as daunting as
the technical challenges will be the existential questions that online instruction raises for universities. Whether massive open courses live up to their hype or not, they will force college administrators and professors to reconsider many of their assumptions about the form and meaning of teaching. For better or worse, the Nets disruptive forces have arrived at the gates of academia.Nicholas Carr, MIT Technology Review 27 September 2012
BUSINESS NAME TYPE FUNDING PARTNERS
COURSES MODEL Non-profit; 12 including MIT, Harvard: 26 courses at Plans to charge MIT EdX $30m each at March 2013; Academic fee for Harvard(April 2012) U. of Tex: $5m certificates of 500,000 reg. UC Berkeley Gates: $1m completion 370,000 users U. Of Texas 62 University VC: $16m For-profit; 328 courses at partners,Coursera (KPCB, NEA) Plans to charge March 2013 ; including:(April 2012) Academic Add’l equity $6m for certification, Columbia 1.5 m reg. (including testing, sale of 680,000 users U. Of Toronto Cal Tech, Penn) student info (July 2012) U. of Washington VC: $22m For-profit; In-person proctored Notables: 22 courses (AndreesenUdacity Academic Horowitz, exam $89; Sebastian Thrun 750,000 users(April 2012) Job placement; Peter Norvig Charles River, Plans for fee-based (January 2012) Steve Huffman Steve Blank) online secure exams O’Sullivan Nearly all content 3,500 videos; Foundation:$5m; created by Salmon 200m lessons Non-profit; Khan; General Gates, Google: 2 addt’l faculty delivered; Khan $2m; No revenue hired; plans to hire 1.4m reg.Academy Private donors more (Dec. 2011)
A few more … Funding
from Hewlett, Shuttleworth, Mozilla Incubated at UC Irvine Classes set up as challenges to be solved collaboratively Funding from Hewlett, Gates, Kresge, NSF, others Non-profit Some courses free; some have maintenance fees Some courses used by universities/colleges to support classroom instruction Platform available for others to design and deploy new coursesOwned by Ampush MediaAggregates online open courses form universities Bisk Education and Embanet+Compass, around the world within a single interface, with Etc. Etc. along with Pearson, are perhaps the additional services layered on top most visible players, but Academic Partnerships, Deltak, 2tor and Learning House have also built successful businesses doing online program development for colleges $12. 5m venture capital funding Online training for programmers Business model unclear; possibly corporate recruitment $4m venture capital funding Online learning platform which instructors can use to host courses Free and paid courses available 30% cut of fees for paid courses
MOOCs have become a flashpoint
for discussionof higher ed because they represent an easilygraspable, almost parodic version of what waspreviously invisible : elite university education.They have a unique power to drive publicperception of the entire sector. Alyson Byerly. Formerly known as students. Inside Higher Ed. October 29 2012.
Bisk Education and Embanet+Compass, Etc.
Etc. along with Pearson, are perhaps the most visible players, but Academic Partnerships, Deltak, 2tor and Learning House have also built successful businesses doing online program development for collegesPLATFORM WAR…•Network level disruption•Aspirational: Systemwide transformation•Entrepreneurial•Highly computational•Attack costs and benefits at same time•Early …. but “growing faster than