How To Create Transformational Change in Higher Education: Insights from a College President

HOW TO CREATE TRANSFORMATIONAL CHANGE:
INSIGHTS FROM A COLLEGE PRESIDENT
Previously Presented at:
Council of Independent Colleges
CAO-CFO Institute Portland, Oregon 2014

ACHIEVING TRANSFORMATIONAL CHANGE: LIVE CASE STUDY : Becker and Confidant 2014
“Leadership requires two things: a vision of
the world that does not yet exist and the ability
to communicate it.”
― Simon Sinek, Start with Why

Presenters
David Ellis, PhD, SVP/CFO
Past College President, CFO, Student Affairs, 38 yrs. Higher Ed
Becker Chief Financial Officer Leading Academic Transformation
Ed Sirianno, President CCA
Deep Agency + Brand Experience, 15 years exclusively in Higher Ed
President, Creative Communication Associates, Co-Founder Confidant
Heather McGowan, President’s Strategy Advisor
Corporate and Higher Ed Strategy, Transformational Change
Becker College President’s Strategy Advisor, Co-Founder Confidant
Robert E. Johnson, PhD, President
Extensive Experience in Enrollment Management, 30 yrs. Higher Ed
Becker College President Leading Transformational Change

Presentation Structure
CONTEXT: State of Higher Education
APPROACH: Process for Change
CASE: Becker College
TELL: When + How To Tell Change Story
COMPONENTS PRESENTER
Heather McGowan
Heather McGowan
Robert E. Johnson, Ph.D., President
David Ellis, Ph.D., SVP + CFO

COMPONENTS PRESENTER
Heather McGowan
Heather McGowan
Robert E. Johnson, Ph.D. President
David Ellis, Ph.D. SVP + CFO

1950-
Baby Boom
Growth Middle Class
GI Bill
Civil Rights
Women’s Rights
Affordable
TODAY
Decline Middle Class
Globalization
Online Education
Underemployment
Debt Loads
Source: National Center for Education Statistics
0
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
1950 1960 1970 1980 1990 2000 2010
1950-Present:
Higher Ed Institutions in the US Doubled

CONTEXT: Rising GDP, Productivity, Declining Jobs + Wages

52%
Bachelor’s
degree or
higher
11%
37%
High
school
or less
59%
College
grad
rate
More than high school less
than Bachelor’s degree
UNDEREMPLOYMENT
Sources: Federal Reserve Bank
of New York, Center for College
Affordability and Productivity,
Institute for Higher Education
Policy
1985-2014
Higher Ed Costs 500%
Consumer Price Index 115%
DEBT
COSTS
HIGHER EDUCATION: COST, DEBT, ROI

State of Higher Education
Despite the Tsunami Warning, It Remains a Good ROI
0%
5%
10%
15%
20%
25%
Associates
Degree
Professional
Degree
Bachelor's
Degree
Some
College
Stocks Gold 10 Yr.
Treasury
T-Bills Housing
PercentageReturn
EDUCATION INVESTMENTS OTHER INVESTMENTS

1950-2000 AGE OF JOBS
But We Need To Acknowledge Reality- This is the PAST

But We Need To Acknowledge Reality- This is TODAY

Start with Why: Sinek’s Golden Circle
WHAT
HOW
WHY
Activity or Offering
Unique Method or
Competitive Advantage
Inspiration, Driving Purpose
WHAT
HOW
WHY
In Higher Ed this is often:
Programs
Pedagogy, Delivery
Method
Institutional Ethos

What Can You Do? FOCUS
INSTITUTIONAL
ETHOS
CORE
CAPABILITIES
MARKET
REALITIES
ROI
ROI for Both the
Institution and the
Individual

What Can You Do? How Do You Do It?
Core Capabilities
Improve + Optimize
New Offerings
New or Extended
Programs that leverage
core capabilities
Certificates
Graduate Programs
Online
New Markets
New regions of the
country, international
expansion, non
traditional students
Transformational
Change
New Offerings for
New Markets
New Business Models
Expand Offerings (Programs)
Expand Reach
(Enrollment)
Prune +
Calibrate
Does 80% of
your
Revenue
Come from
20% of your
Offerings?
Inspired by Ansoff Matrix

Change Process: Five PhasesINTERNAL
(LEADERSHIPTEAM,
FACULTY,STAFF)
EXTERNAL
(STUDENT+FACULTY
FACING) Phase 5: Assessment + Succession
Optimize +
Expand
Succession
Planning Celebrate
Phase 4: Strategic Build Outs
Fine Tune
Launch +
Scale
Prepare for
Next Change Cycle
Phase 3: Pilots + Foundations
Brand-
Mark Com
Resource
Commitments
Faculty
Develop
Learning
Launches +
Enroll
Plan
Phase 2: Crafting Vision
Consensus
Build
Craft
Framework
Faculty
Fits + Gaps
Prioritized
Action
Plan
SURVIVING THRIVING
Tactical
Fixes
Forensic
Analysis
Talent
Assessment
Resource
Planning
Phase 1: Preparing For Change

Talent Considerations: How Are You Going to Get There?
Rotational
Transformation
al
Foundational
TYPE OF TOUR
2-3 Years
Known
Contribution
(Implement)
Adjunct Faculty
Some Admin Roles in
Mid Transformation
3-5 Years
Unknown
Contribution
(Discovery)
Consultants
Some Administrators
Star Faculty
Long Term
Known
Contribution
Long Term
Build- Sustain
Some Admin Staff
Base Faculty
LENGTH CONTRIBUTION EXAMPLE
This concept of Tours of Duty Comes from Reid Hoffman Book: Network Alliance

Talent Considerations: Rethink Faculty Profiles

Becker College Case
Snapshot of Becker 2010
• Declining Enrollment and Quality of Students
• Disengaged Faculty
• Underprepared Students (50% in Remedial Classes)
• ~80% Of Enrollment in 5 Of More Than 40 Programs Of Study
• Financial Aid Overspent By $2 Million
• Retention Issues, Low Graduation Rate, Climbing Discount Rate
• Nationally Recognized Program in Game Design
President Robert E. Johnson, Ph.D. appointed

2014
Snapshot of Becker: Focused Attention to Move the Needle
2012 20182010
GPA
SAT
% Remedial
Enrollment
2.64
932
50%
1784
3.10
1026
20%
2021
3.30
1100
0%
2300
Student Quality
Financial Strength
Academic Strength
Stabilize
Academic
Investment ExpansionRetention
Enrollment, Retention, ROI
Triage
2.97
1001
29%
1826
Gain on Net Assets
DOE Financial Index
1st Year Discount Rate
All Student Discount
Enrollment
Bad Debt
$ 117,665
1
44%
36%
-3%
$ 1,400,018
$ 1,340,374
3
42%
37%
+3%
$ 265,516
$ 860,805
3
41%
39%
+9%
$ 237,670
Student Experience Program Improvements

Becker College Case
First 90 days Second 90 days Third 90 days Fourth 90 days
Evaluate Senior
Management
Assess
Operations +
Infrastructure,
Create
Efficiencies Direct Sr.
Management to
Assess their
Teams + Make
Changes Realign Budget
for Next Fiscal
Year
Year 1: Drill Down: 90 Days: Focus: Fixing Enrollment + Finance
Communicate: Change is Coming, Change is Coming
Key Hire:
David Ellis
CFO

Becker College Case
Fall Spring
Year 2: Enrollment + Retention: Rebuilding the System
Communicate: Customer Service + Student Experience= RETENTION
Key Hires:
VP Enrollment
VP Student Affairs
New Campus
Center Opens
Remove Students unable to succeed
financially or academically
Development focus to improve student
experience
Title 3 Grant (5 year commitment) to Improve Retention
Enrollment- Expand Geographic
Reach
Rebuilt Student Affairs, Student
Experience
Agree on Vision, Mission, Core Values

Becker College Case
Year 3: Building the Big Vision
What Am I Going To Do About This?
I Need Someone To Wake Up Every Day and
Worry About This!

Becker College Case
Fall Spring
Year 3: Building the Vision: Preparing for Academic Investment
Communicate: Calibration + Communication: New Normal
Key Hires:
Strategy Consultant
VP of Development
Clarify Moving Parts Into One Vision
Formulate Vision: Agile Mindset
Thomas Friedman: Presidential
Speaker Series
Create and Institutionalize Global Citizenship
Establish Planning Frameworks, Communicate New Leadership Expectations

Becker College Case
Fall Spring
Year 4: Academic Investment: Attracting New Leaders to Vision
Communicate: Calibration + Communication: New Normal
Reorganization of Academic Units, Prune Under- Enrolled, Low ROI Programs
Provost Search
Agile Mindset: Institutional Ethos
New Leadership Searches-
Deans
Development: Plan + Fund Facilities Expansion
Key Hire:
Provost
Hire Branding Company to Communicate New Becker
We
Are
Here

2014
Snapshot of Becker: Focused Attention to Move the Needle
2012 20162010
GPA
SAT
% Remedial
Enrollment
2.64
932
50%
1784
3.10
1026
20%
2021
3.30
1100
0%
2300
Student Quality
Financial Strength
Academic Strength
Stabilize Big Vision
Academic
ExpansionRetention
Enrollment, Retention, ROI
Triage
2.97
1001
29%
1826
Gain on Net Assets
DOE Financial Index
1st Year Discount Rate
All Student Discount
Enrollment
Bad Debt
$ 117,665
1
44%
36%
-3%
$ 1,400,018
$ 1,340,374
3
42%
37%
+3%
$ 265,516
$ 860,805
3
41%
39%
+9%
$ 237,670
Student Experience Academic Quality

Becker’s Why
An Agile Mindset values learning over knowing
and adaptability over planning and process with
four main competencies:
EMPATHY
DIVERGENT THINKING
ENTREPRENEURIAL
OUTLOOK
SOCIAL + EMOTIONAL
INTELLIGENCE
To uncover insights and human needs in
times of uncertainty
To find, frame, and address problems not
yet known
To create value in all that they do
To collaborate effectively on
transdisciplinary teams

2010 2011 2012 2013 2014 2015
(Budget)
INVESTMENTS
Instruction + Support $6,017 $6,166 $6,629 $6,751 $6,879 $6,946
Student Services $3,158 $3,112 $3,565 $4,267 $4,342 $4,257
Institutional Support $6,930 $6,982 $6,869 $7,074 $7,651 $7,503
Institutional Advance $605 $635 $589 $519 $565 $650
Capital Investment $218 $442 $466 $700 $966 $741
Campus Center $440 $637 $4,503 $987
RETURNS
Enrollment 1,764 1,772 1,784 1,826 1,902 2,021
Retention (Fresh to Soph) 64% 65% 64% 67%
Default Rates 16.9% 14.9%
Start Accountabilit
y
Infrastructur
e
Product +
Delivery
Customer
Service +
New Normal
Calibrate
+
Communicate
Becker Strategy: Focused, Intentional Investment Strategy (all per FTE)

Becker’s Change ProcessINTERNAL
(LEADERSHIPTEAM,
FACULTY,STAFF)
EXTERNAL
(STUDENT+FACULTY
FACING) Phase 5: Assessment + Succession
Optimize +
Expand
Succession
Planning Celebrate
Phase 4: Strategic Build Outs
Fine Tune
Launch +
Scale
Prepare for
Next Change Cycle
Phase 3: Pilots + Foundations
Brand-
Mark Com
Resource
Commitments
Faculty
Develop
Learning
Launches +
Enroll
Plan
Phase 2: Crafting Vision
Consensus
Build
Craft
Framework
Faculty
Fits + Gaps
Prioritized
Action
Plan
SURVIVING THRIVING
Tactical
Fixes
Forensic
Analysis
Talent
Assessment
Resource
Planning
Phase 1: Preparing For Change

When and How Do you Tell The Story: The Bow Tie of Branding
Between Phase 2 And 3, It Is Time To Build The Brand Story
SOFT LAUNCH
INSTITUTIONALIDENTITYCREATIVEDEVELOPMENT
PRESENTATIONOFINSTITUTIONALIDENTITY
SURVEYTESTING/REVIEW
INSTITUTIONALIDENTITYFINALIZED
INSTITUTIONALASSETSDEVELOPED
INTERNALAWARENESS
BRANDSOFTLAUNCH/ON-CAMPUSKICK-OFFEVENTS
BRANDEXTERNALROLL-OUT/MARKETINGANDMEDIA

When and How Do you Tell The Story
Key Tools in Marketing and Communication Strategy
D
ISC
O
VERYREVIEW
O
F
Q
U
A
N
TITATIVE
RESEA
RC
H
D
EVELO
PM
EN
T
O
F
C
REATIVE
BRIEF
A
N
D
STRATEG
Y
C
REATIVE
EX
EC
U
TIO
N
A
N
D
PRESEN
TATIO
N
TESTIN
G
/SU
RVEY
/REVIEW
IN
STITU
TIO
N
A
L
ID
EN
TITY
FIN
A
LIZED
IN
STITU
TIO
N
A
L
A
SSETS
D
EVELO
PED
SOFT LAUNCH
IN
TERN
A
L
BRA
N
D
AW
A
REN
ESS
C
A
M
PA
IG
N
EX
TERN
A
L
BRA
N
D
LAU
N
C
H
/K
IC
K
-O
FF
EVEN
T
BRA
N
D
RO
LL-O
U
T
/M
ED
IA
PLAC
EM
EN
TS

When and How Do you Tell The Story
Key Tools in Marketing and Communication Strategy

FOCUS
Embrace Market Realities
Cut the Clutter- Focus and Growth Unique Expertise (Offerings that create
ROI)
Pay Your Bills: Quality, Retention, Grad Rates, ROI
New Normal: Diversify Business Model (Beta not Bunker)
RECAP
Branding: Know When and How To Tell Your Story
Find and Communicate Your Why, How, What

Thank You
Heather McGowan
Becker + Confidant
heather@confidantcca.com
Ed Sirianno
CCA + Confidant
esirianno@ccanewyork.com
Robert E. Johnson, Ph.D.
President
Becker College
David Ellis, Ph.D.
SVP + CFO
Becker College

More Information
Bios on our Speakers

www.confidantcca.com
www.becker.edu

Becker College Executive Leadership
Since President Johnson took office as the tenth president of Becker College
in July 2010, this charismatic leader has charged the institution with a new
entrepreneurial mission; led the creation of groundbreaking academic
programs; realized significant capital projects; strengthened the institution’s
financial foundation; and challenged students and faculty to compete in an
increasingly global society. He believes today’s graduates must have an agile
mindset with empathy, divergent thinking, and an entrepreneurial outlook with
high social and emotional intelligence.
Robert E. Johnson, Ph.D.
President
Becker College

Becker College Executive Leadership
David Ellis, Ph.D.
Senior Vice President
Chief Financial Officer
Becker College
Senior Vice President & CFO David Ellis oversees the administration and
financial operations of the College. He arrived at Becker in 2010 with 34
years of experience working in higher education, including having served as
president of Newbury College in Brookline for five years. David began his
career at Babson College where he spent 10 years in Student Affairs

Heather helps higher education leaders find and shape the vision. She excels at
crafting simple single frame visuals that help you communicate that vision while
identifying, assessing, and addressing challenges to realizing your goals. She is
the editor and co-author of Disrupt Together: How Teams Consistently
Innovate about the experience of transforming Philadelphia University. Heather
advises the President of Becker College. hmcgowan@me.com
Heather McGowan
Strategic Advisor to the President
of Becker College

Ed Sirianno is president of Creative Communication Associates—an award
winning branding, marketing, and communications firm specializing in higher
education. Ed began his marketing career under the wing of Mullen
advertising founder Jim Mullen. A strong believer in the power and promise of
higher education, Ed draws on a deep understanding of consumer advertising
to help colleges and universities advance their missions and build effective,
integrated brands. ed@CCANEWYORK.COM
Ed Sirianno, President
Creative Communication
Associates
Co-Founder, Confidant

How To Create Transformational Change in Higher Education: Insights from a College President

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