A look at innovation in higher education with a focus on the industry, the institution and the individual.

1. INNOVATION IN HIGHER EDUCATION
• INDIVIDUAL• INSTITUTION• INDUSTRY
EXECUTIVE SUMMARY

2. MATURITY POINT
PLATEAU & DECLINE
EARLY ADOPTION
ORIGINAL PRODUCT
OR STRATEGY
NEW PRODUCT OR
STRATEGY
ORIGINAL PRODUCT
OR STRATEGY
INNOVATION
WINDOW
INNOVATION
WINDOW
INNOVATION
WINDOW
PERFORMANCE&REVENUE
DEVELOPMENT OVER TIME

3. PERFORMANCE&REVENUE
DEVELOPMENT OVER TIME
PRIOR TECHNOLOGY
SUCCESING TECHNOLOGY
POINT OF DIMINISHING RETURNS
SEEK REVOLUTIONARY
ALTERNATIVES

6. Innovation
S.W.O.T. Industry Institution Individual
Strengths
Established; Set
high standards
Large Amounts of
Resources
Ability to pivot and
respond to trends quicker
(less risky to fail /
experiment)
Threats &
Weaknesses
Too many directions
Too much
information
Late to respond and
have to adapt quickly to
keep up
Less impact, less
resources
Opportunities
Level playing field
(socio-economic)
globally
Become a Trailblazer:
Drive change & set
trends that add more
value to students
Become industry leader &
Impact more lives

7. Innovation
Business
Model Metrics
Industry Institution Individual
Value
Propositions
Instill Public
Confidence
All About the Students
Creativity & Open
Mindedness
Customer
Relationships
Strengthen Public Trust
Society at Large,
Parents & Employers
Educate Self/Others,
Build on Strengths
Key Activities
& Capabilities
Technology &
Communication
Elevating Education Continuous Learning

8. INNOVATE BY FOCUSING ON THESE
THREE DISTINCE KEY AREAS OF
THE BUSINESS MODEL:
IDENTIFY KEY ACTIVITIES
AND CAPABILITIES
(THEN MAKE THEM BETTER)
STRENGTHEN
RELATIONSHIPS
INCREASE VALUE
(STUDENTS & PUBLIC
AT LARGE)
1
2
3
innovation

9. Individual
How does the Individual Innovate & Pivot?
• Observe: Try to find new P.O.V.
• Questions: Everything & Everyone
• Experiment:
 Mock-ups and case studies
 Allow for testing and failures
 Fail quick (ideation)
• Associate:
(combine seemingly irrelevant things)
 Technology / Fashion
 Environmental / Artist
 Nursing / Music Therapy
• Explore:
 Tradition & Innovation
 Look outside your industry (like MBA)

10. QUESTIONS?

11. INNOVATION IN HIGHER EDUCATION
MGMT 567: Managing the Multi-Business Firm
Executive MBA; Spring 2019
Professor Dr. Yanli Zhang
Frank Cunha III, AIA
University Architect
• INDIVIDUAL• INSTITUTION• INDUSTRY

12. TRANSFORM THE BUSINESS LIFE CYCLE

13. MATURITY POINT
PLATEAU & DECLINE
EARLY ADOPTION
ORIGINAL PRODUCT
OR STRATEGY
NEW PRODUCT OR
STRATEGY
ORIGINAL PRODUCT
OR STRATEGY
INNOVATION
WINDOW
INNOVATION
WINDOW
INNOVATION
WINDOW
PERFORMANCE&REVENUE
DEVELOPMENT OVER TIME

14. PERFORMANCE&REVENUE
DEVELOPMENT OVER TIME
PRIOR TECHNOLOGY
SUCCESING TECHNOLOGY
POINT OF DIMINISHING RETURNS
SEEK REVOLUTIONARY
ALTERNATIVES

15. INDUSTRY
innovation

18. Student-Centered Higher Education Eco-System

19. “New Normal” Students
in Higher Education

21. Higher Education is Changing But Not Going Away
GLOBAL PROJECTIONS
SOURCE: OUR WORLD IN DATA

22. INSTITUTION
innovation

23. “Our students are rich and they are poor;
they are home-grown and immigrants;
they have been to good schools and to bad;
they are all races and religions, and
our job is to help each of them flourish,
to give them what they need so that
they in turn can be productive and
responsive and engaged citizens.”
PRESIDENT SUSAN A. COLE
MONTCLAIR STATE UNIVERSITY

24. • 1908 - New Jersey State Normal School
established as a response to growing demand for
professionally trained teachers
• 1927- Became Montclair State Teachers
College dedicated to the education of secondary
school teachers through 4-year Bachelor of Arts
program
• 1932 - Authorized to offer the master’s
degrees; Part-time, extension, and summer
courses added
• 1937 - First state teachers’ college accredited
by the Middle States Association of Colleges and
Schools (due to strong emphasis on the liberal
arts and sciences)
• 1940’s-1950’s - Responded to rapid enrollment
growth with expanded curriculum and faculty
• 1958 - Became Montclair State College
• 1966 - Became a comprehensive, multi-
purpose institution
• 1994 - Became Montclair State University
the first of the state colleges to become a
university based on the strengths of its academic
programs and faculty and its commitment to
excellence in instruction and research
• Present –Research Doctoral University
(One of four public research institutions in the
state); The University currently has eight
approved doctoral programs; With a proud history
and a vibrant future, Montclair State University is
one of New Jersey’s most diverse and dynamic
institutions of higher education.
• Future – What’s Next?
History of the University

25. 0
1
2
3
4
5
6 1908
1912
1916
1920
1924
1928
1932
1936
1940
1944
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1968
1972
1976
1980
1984
1988
1992
1996
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2016
2020
2024
2028
MILLIONS
Area of Built Facilities (1908 to 2030)
Present

26. 0
1
2
3
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6 1908
1912
1916
1920
1924
1928
1932
1936
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1984
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MILLIONS
Area of Built Facilities (1908 to 2030)
Present
HOW HAS THE UNIVERSITY ADDRESSED THE
NEEDS & DEMANDS OF THE PUBLIC WE SERVE?
Incremental versus Radical Innovation

27. 0
1
2
3
4
5
6 1908
1912
1916
1920
1924
1928
1932
1936
1940
1944
1948
1952
1956
1960
1964
1968
1972
1976
1980
1984
1988
1992
1996
2000
2004
2008
2012
2016
2020
2024
2028
MILLIONS
Area of Built Facilities (1908 to 2030)
CENTER FOR COMPUTING & INFORMATION SCIENCE (CSAM)
ACADEMIC PROJECTS
NEW & MAJOR RENOVATIONS
(EXCLUDES OTHER PROJECT TYPES)
2000-PRESENT
Present
UNIVERSITY HALL (CEHS)
CALI SCHOOL OF MUSIC (CART)
SCHMITT HALL (CHSS)
SCHOOL OF BUSINESS (SBUS)
CENTER FOR LIFE SCIENCES (CSAM)
SCHOOL OF NURSING (SON)
SCHOOL OF COMMUNICATIONS & MEDIA (CART)

28. Number of Beds on Campus
Number of Smart Classrooms
Number of Undergraduate & Graduate Students
Area of Sustainable Projects

29. INDIVIDUAL
innovation

30. Being an Architect
is not Enough
(M.B.A. Architect)

31. ARCHITECT 2.0
Experimental Artist Stelarc
(following his work since 1995)

32. Disruptions
in Field of
Architecture
Architects Must
Adapt or Die
Drone G.I.S. Point Cloud
3-D Scan
IoT
Digital twins
VR/AR

33. ANALYZING THE BUSINESS MODEL

34. Innovation
S.W.O.T. Industry Institution Individual
Strengths
• Established
• Top Down
• Limitless Knowledge
• Large Amounts of Resources
• Reputation & Large Impact
• Potential Partnerships
• Extensive Knowledge
• Ability to pivot quickly
• Experience & Network of
Colleagues with Knowledge
• On the Edge
• Can respond quickly to changes
• Focused, Limited Knowledge
Threats &
Weaknesses
• Too many directions
• Everything is changing
• Too much information
and knowledge
• Uncertain path forward
• Late to respond and adapt
• Generally, slow response time
• Outside threats: Amazon, MOOCs
• Too many silos with different
goals/visions, pulling in different
directions
• Rising costs to operate and maintain
• Student loan bubble
• Less government aid
• Less impact
• Small size
• Access to Knowledge
• Quality of Resources:
o Reliability of People
• Access to Decision-Makers
• Limited resources:
o Time, $
Opportunities
• Level playing field
(socio-economic)
• Impact more lives for
better
• Harness technology
• Create more knowledge
• Learn from outside
disciplines
• Become a Trailblazer:
Drive change & set trends
• Add more value to students
• Harness technology to create
synergies
• More “mixed learning”
• Deeper connections & partnerships
• Focus on wellness and sustainability
• Become industry leader &
Impact more lives
• Influence industry and organization
• Shift knowledge to adjacent
industry (interdisciplinary teams)
• Assist startups and developing
communities

35. Innovation
Business Model Industry Institution Individual
Value
Propositions
OOOOOOOOOO OOOOOOOOOO OOOOOOOOOO
Customer Segments O OOOO O
Channels OOOO OOOO O
Customer
Relationships
OOOOOOOOOO OOOOOOOOOO OOOOOOOOOO
Revenue Streams O OOOO O
Key Resources O OOOO OOOO
Key Activities /
Capabilities
OOOOOOOOOO OOOOOOOOOO OOOOOOOOOO
Key Partnerships O OOOO O
Cost Structure OOOO OOOO O

36. Innovation
Business Model Industry Institution Individual
Value
Propositions
OOOOOOOOOO OOOOOOOOOO OOOOOOOOOO
Customer Segments O OOOO O
Channels OOOO OOOO O
Customer
Relationships
OOOOOOOOOO OOOOOOOOOO OOOOOOOOOO
Revenue Streams O OOOO O
Key Resources O OOOO OOOO
Key Activities /
Capabilities
OOOOOOOOOO OOOOOOOOOO OOOOOOOOOO
Key Partnerships O OOOO O
Cost Structure OOOO OOOO O
1
2
3

37. Innovation
Metrics Industry Institution Individual
Value
Propositions
• Instill Public
Confidence
• All About the
Students
• Creativity & Open
Mindedness
• Guide Public
Perceptions &
Expectations
• All About the Education
and the Experience
• Explore, Evaluate,
Meet New
Expectations
• Set standards and
regulations; Competition
• All about the R.O.I.
• Leadership &
Management
Customer
Relationships
• Strengthen Public
Trust
• Society at Large,
Parents & Employers
• Educate Self/Others,
Build on Strengths
• Lobby for Students • Focus on the Students
• Build connections
instead of networking
• Educate the Educators • Educate the Students
• Reliability &
Consistency
Key Activities /
Capabilities
• Technology &
Communication
• Elevating Education • Continuous Learning
• Network of Educators &
Administrators
• Look Forward, Address
New Needs / Demands
• Plan, Design, Execute
• Data Driven Decisions • Data Driven Decisions • Data Driven Decisions

38. CONCLUSION
innovation

39. INNOVATE BY FOCUSING ON
THESE THREE DISTINCE KEY
AREAS OF THE BUSINESS MODEL:
IDENTIFY KEY ACTIVITIES
AND CAPABILITIES
(THEN MAKE THEM BETTER)
STRENGTHEN
RELATIONSHIPS
INCREASE VALUE
(STUDENTS & PUBLIC AT
LARGE)
1
2
3

40. • There are 4,360 Institutions Higher Education in USA
• Current discussion revolves around
 Student Loan Bubble
 Cost of Education Vs. ROI for Students
 Retention
 Technology
 Education for everyone not just elite few
• Industry is “Forward Thinking”
• Impacts other related industries: Education, Finance,
Transportation, Food, Health, A/E/C Industry, etc.;
• For example: Construction spending in the
education sector rose nearly 11% last year, to $92.4
billion (includes new and renovation projects)
• How does the Industry Innovate & Pivot?
 Provide intelligence and strategy
 Provide industry standards
 Set standard of excellence & document trends
 Note “Internal” Vs. “External” disruptions
 Test the waters with new methods
Industry

41. • Montclair State offers more than 300 doctoral,
master’s and baccalaureate-level programs. From
Accounting to Visual Arts, our 11 colleges and
schools provide exciting academic challenges for our
students.
• Montclair State University employees provide a high-
quality education for more than 21,000
undergraduate and graduate students.
• Montclair State University relies on a diverse, highly
qualified, motivated, and engaged workforce to
achieve the University’s mission.
• How does the Institution Innovate & Pivot?
 Less construction, more maintenance
 Organic growth into new areas
 Interdisciplinary programs: Mix up existing
colleges to create new programs
 Public-Private Partnerships
 Shift to Hybrid Model
Institution

42. • How does the Individual Innovate & Pivot?
• Observe with fresh perspective
 Try to find new P.O.V.
• Question everything
 A.E.E.O.: Ask everyone everything often
• Experiment
 Mock-ups and case studies
 Allow for testing and failures
 Fail quick (ideation)
• Associate (combine seemingly irrelevant things)
 Technology / Fashion
 Environmental / Artist
 Nursing / Music Therapy
 Biology / Computer Science
 Psychology / Archeology
• Explore
 Tradition & Innovation: Look backwards and
forwards
 Look outside your industry (like MBA)
Individual

43. QUESTIONS?
innovation