The document discusses the role of universities in preparing students for future jobs. It notes that 65% of today's primary school students will work in jobs that don't yet exist, and that many current jobs will be performed by machines. Key skills for the future include creativity, problem solving, communication skills and lifelong learning. The document advocates for universities to offer broad-based education, develop students' soft skills, collaborate with industries and partner universities, and equip students with skills like technology literacy to ensure graduates are prepared for an uncertain future job landscape.
The presentation introduced Ph.D. students and researchers to theories concerned with management ideas and gurus. It helps them to get a new vantage point from which they can evaluate popular management concepts more critically and objectively.
Digital technology is driving the customer experience revolution, banks can fill a new strategic role—that of the Everyday Bank—positioned at the center of customers’ everyday lives. Learn more: http://www.accenture.com/everydaybank
The document summarizes best practices in strategic planning presented by The Boston Consulting Group to the Indonesian Ministry of Transportation. It discusses how companies can create a more effective annual strategic planning process by exploring strategy across time horizons, constantly stimulating strategic dialogue, engaging the broader organization, and investing in execution and monitoring. Specific practices highlighted include exploring long-term visions and scenarios, setting business unit strategies, using a "W-approach" for strategic discussions, scanning the environment, involving stakeholders, and operationalizing strategies.
The document discusses digital transformation and digital marketing at scale. It introduces 6 trends that are redefining digital marketing: products as services, experience as content, now as everything, location as engagement, virtual as reality, and real-web as communication. It then discusses the challenges of digital transformation and what it really means to transform digitally. The rest of the document focuses on digital marketing at scale, outlining 5 phases and 6 digital capabilities that companies need to embrace to achieve digital transformation. It provides examples of how Philips is undertaking a worldwide multi-year transformation program called "Accelerate!" that includes the Digital@Scale initiative.
Operations and Supply Chain Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
The document provides an overview of an Operations and Supply Chain Management Toolkit. It includes 7 components: tools, templates, step-by-step tutorials, real-life examples, best practices, frameworks, and support from management consultants. The objectives of the toolkit are to improve supply chain management capability, organizational performance, business process management, business case development, and prioritization of initiatives. It presents frameworks and approaches to supply chain strategy, demand and supply chain planning, sourcing and procurement, manufacturing, and logistics and distribution.
The document discusses strategies for disruptive and integrative innovation. It presents several tools for analyzing markets, technologies, industries and value chains. These include analyzing jobs to be done by customers, disruptive innovation theory, and value chain evolution. The theory of integrative innovation is introduced as combining multiple jobs in a simple, easy to use way to create new market opportunities, such as with the iPhone. An end-to-end process is outlined for using these tools and theories to generate new innovative ideas.
The presentation introduced Ph.D. students and researchers to theories concerned with management ideas and gurus. It helps them to get a new vantage point from which they can evaluate popular management concepts more critically and objectively.
Digital technology is driving the customer experience revolution, banks can fill a new strategic role—that of the Everyday Bank—positioned at the center of customers’ everyday lives. Learn more: http://www.accenture.com/everydaybank
The document summarizes best practices in strategic planning presented by The Boston Consulting Group to the Indonesian Ministry of Transportation. It discusses how companies can create a more effective annual strategic planning process by exploring strategy across time horizons, constantly stimulating strategic dialogue, engaging the broader organization, and investing in execution and monitoring. Specific practices highlighted include exploring long-term visions and scenarios, setting business unit strategies, using a "W-approach" for strategic discussions, scanning the environment, involving stakeholders, and operationalizing strategies.
The document discusses digital transformation and digital marketing at scale. It introduces 6 trends that are redefining digital marketing: products as services, experience as content, now as everything, location as engagement, virtual as reality, and real-web as communication. It then discusses the challenges of digital transformation and what it really means to transform digitally. The rest of the document focuses on digital marketing at scale, outlining 5 phases and 6 digital capabilities that companies need to embrace to achieve digital transformation. It provides examples of how Philips is undertaking a worldwide multi-year transformation program called "Accelerate!" that includes the Digital@Scale initiative.
Operations and Supply Chain Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
The document provides an overview of an Operations and Supply Chain Management Toolkit. It includes 7 components: tools, templates, step-by-step tutorials, real-life examples, best practices, frameworks, and support from management consultants. The objectives of the toolkit are to improve supply chain management capability, organizational performance, business process management, business case development, and prioritization of initiatives. It presents frameworks and approaches to supply chain strategy, demand and supply chain planning, sourcing and procurement, manufacturing, and logistics and distribution.
The document discusses strategies for disruptive and integrative innovation. It presents several tools for analyzing markets, technologies, industries and value chains. These include analyzing jobs to be done by customers, disruptive innovation theory, and value chain evolution. The theory of integrative innovation is introduced as combining multiple jobs in a simple, easy to use way to create new market opportunities, such as with the iPhone. An end-to-end process is outlined for using these tools and theories to generate new innovative ideas.
The document discusses the origins and development of strategic management as a discipline. It began in the 1950s with pioneers like Chandler, Selznick, and Ansoff developing foundational concepts. Chandler recognized the importance of coordinating management functions under an overall strategy. Selznick introduced matching internal/external factors through SWOT analysis. Ansoff built on this with strategic frameworks and the concept of reducing gaps between current/desired states. The document outlines the key elements of strategic management theory that had developed by the 1970s, including relating strategy to the business environment, its fluid/complex nature, and its multi-level planning and conceptual aspects. Finally, it introduces tools for strategic analysis like PEST and scenario planning.
Amazon’s Culture of Innovation & The Working Backwards session
Working Backwards; leading organisations achieve growth by marrying customer-obsession with a modern technology strategy. Where do you begin? By focusing on the customer.
During this webinar, Amazon will discuss key innovation principles which have been instrumental in their continued success and their Working Backwards approach.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Digital Transformation Strategy & Framework | By ex-McKinseyAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Digital Transformation Strategy & Framework in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.
Management Consulting Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Consultants, after 2,000+ hours of work. It is considered the world's best & most comprehensive Management Consulting Toolkit. It includes all the Frameworks, Tools & Document Templates required to improve the Management Consulting Capability of your organization & excel as a Management Consultant. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
The document describes five common problem solving approaches: 1) Hypothesis-led, which structures, hypothesizes, and efficiently solves problems; 2) Advanced Analytics, which uses data to discover non-obvious insights; 3) Design Thinking, which reframes problems in a people-centric way and prototypes solutions; 4) Domain IP-led, which applies tested expertise to known problems; and 5) Engineering, which iteratively builds minimum viable products to test assumptions. Each approach is detailed with typical problem types and step-by-step processes.
McKinsey's 2022 ESG Report outlines the firm's approach to accelerating sustainable and inclusive growth through its work with clients, insights, actions, and giving. McKinsey partners with over 600 clients on sustainability engagements and digital transformations. It aims to be a leader in decarbonization and inclusive growth by helping clients reduce emissions, create jobs, and build diverse workforces. McKinsey also works to incorporate ESG priorities into its own operations through responsible business practices, diversity initiatives, and social impact programs.
This update on Mergers & Acquisitions, covering the full year of 2016, is based on publicly available information.
For more information: http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/m-and-a-2016-deal-makers-catch-their-breath
This document discusses digital business model innovation and transformation. It begins with an overview of business models and the business model canvas tool. It then covers digital business models, the stages of digital transformation, and frameworks for digital business models. Key components of digital business models are discussed. The document outlines drivers of business model innovation and a framework for digital business model innovation. It also discusses challenges in digital transformation, such as why many initiatives fail. The document concludes with sections on business model innovation opportunities in different areas like resources, offerings, customers, and finances.
Which Innovation Framework do you use, the 10 types of innovation or the busi...Heather McQuaid
Which innovation framework, the 10 types of innovation or the business model canvas, is more useful in helping people realise that 'innovation' isn't just about a product (or service)? I was surprised that no one had published (or at least made freely available) a comparison of the 10 types of innovation and the 9 building blocks of the business model canvas. So I attempted a mapping and here's what I found.
The document introduces the Ten Types of Innovation framework, which categorizes ten basic types of innovation that can be used individually or combined. It provides an overview of the three categories within the framework, explains how companies have used multiple types successfully, and gives examples of innovation tactics that align with the different types. The framework is intended to help organizations shift their focus beyond products to other areas of value creation and diagnose opportunities for breakthrough innovation.
Digital Transformation Toolkit - Overview and ApproachPeterFranz6
The document provides an overview of a 6-phase approach to digital transformation along with frameworks, tools, templates, tutorials and best practices. The 6 phases include: (1) carrying out a business case for change and setting up the digital transformation, (2) defining the digital transformation strategy, (3) carrying out detailed business cases and financial models for projects, (4) implementing, tracking and managing progress, (5) defining and implementing a change management strategy and plan, and (6) defining and implementing a communication strategy and plan. The toolkit is intended to help organizations undertake a successful digital transformation with support from management consultants in a more affordable way than solely relying on tier 1 consulting firms.
Our world’s digital landscape is evolving faster than ever before, the only constant is change and most enterprises are struggling to adapt. In this webinar, we deep dive into Digital Transformation – the business strategy that can unlock new, better and bigger growth opportunities for your company.
WHO IS THE GREATER INNOVATOR ?
WHAT ARE THE INNOVATION OBSTACLES?
Original Source www.ctca.ca, share here for discussion at www. facebook.com/xtrategist
Bcg true luxury global cons insight 2017 - presentataGabriela Otto
The document summarizes key findings from the 4th Edition of the True-Luxury Global Consumer Insight report by BCG Altagamma:
1) The number of true luxury consumers grew to 17 million, with China and the US driving most of the growth. Average luxury spending increased to 36,000 euros per consumer.
2) While the overall luxury market remained steady, there was a shift towards higher-spending consumers. True luxury consumers now represent 32% of the global luxury market, up from 29%.
3) Consumer appetite for luxury remains healthy, with the True Luxury Barometer showing 24% of consumers expect to increase spending in 2017. Chinese and American consumers will be the biggest drivers
How to hire a CINO that can build lasting innovation capabilities.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Rising Billion is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
The document summarizes key concepts from Chapter 3 of a strategic management textbook. It outlines the external assessment process, including analyzing industrial organization forces, social/demographic trends, economic/political factors, technological changes, and competitive forces using models like Porter's Five Forces. Key steps are identifying opportunities/threats, performing an external audit using various sources, and creating matrices like the EFE and CPM to evaluate external factors and competitors.
The document discusses developing systems to involve stakeholders in strategic change planning. It outlines developing stakeholder engagement strategies that include brainstorming, focus groups, interviews, reviewing existing data and timelines. It also discusses evaluating stakeholder engagement systems by establishing effort levels, preferred engagement forms and frequencies. Proactive engagement allows issues to be addressed within high trust frameworks, unlike reactive engagement during problems or crises. Good stakeholder programs have timely information disclosure, understand stakeholder perspectives, and evaluate engagement effectiveness.
Innovation, design thinking, and competitive advantagePhil Barrett
A quick talk from the Cape Town funding fair. Exponentials and the imperative for innovation. The trouble with innovation in corporations. Wicked problems and complex adaptive systems. How design thinking works. What design thinking does do, in Digital. Design thinking counteracts our tendency for poor decision making.
Big Data and Artificial Intelligence: Game ChangerDavid Asirvatham
Introduces the role of Big Data and AI in the transformation of jobs. It will provide an overview of the skills needed by students if they are seeking for jobs in the area of Big Data and AI.
Prof. Dr. David Asirvatham gave a presentation on AI and future jobs. There will be 5 major trends shaping the future, including the use of technology everywhere and mobile phones becoming multi-purpose tools. AI will disrupt many jobs like drivers, chefs, and journalists by taking over certain tasks. However, AI will also create new jobs and aid knowledge workers. To prepare for the future of work, people will need to learn new skills like problem solving, critical thinking, and computer literacy as jobs and skills requirements continuously change. Education will focus more on lifelong learning to gain new skills.
The document discusses the origins and development of strategic management as a discipline. It began in the 1950s with pioneers like Chandler, Selznick, and Ansoff developing foundational concepts. Chandler recognized the importance of coordinating management functions under an overall strategy. Selznick introduced matching internal/external factors through SWOT analysis. Ansoff built on this with strategic frameworks and the concept of reducing gaps between current/desired states. The document outlines the key elements of strategic management theory that had developed by the 1970s, including relating strategy to the business environment, its fluid/complex nature, and its multi-level planning and conceptual aspects. Finally, it introduces tools for strategic analysis like PEST and scenario planning.
Amazon’s Culture of Innovation & The Working Backwards session
Working Backwards; leading organisations achieve growth by marrying customer-obsession with a modern technology strategy. Where do you begin? By focusing on the customer.
During this webinar, Amazon will discuss key innovation principles which have been instrumental in their continued success and their Working Backwards approach.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Digital Transformation Strategy & Framework | By ex-McKinseyAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Digital Transformation Strategy & Framework in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.
Management Consulting Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Consultants, after 2,000+ hours of work. It is considered the world's best & most comprehensive Management Consulting Toolkit. It includes all the Frameworks, Tools & Document Templates required to improve the Management Consulting Capability of your organization & excel as a Management Consultant. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
The document describes five common problem solving approaches: 1) Hypothesis-led, which structures, hypothesizes, and efficiently solves problems; 2) Advanced Analytics, which uses data to discover non-obvious insights; 3) Design Thinking, which reframes problems in a people-centric way and prototypes solutions; 4) Domain IP-led, which applies tested expertise to known problems; and 5) Engineering, which iteratively builds minimum viable products to test assumptions. Each approach is detailed with typical problem types and step-by-step processes.
McKinsey's 2022 ESG Report outlines the firm's approach to accelerating sustainable and inclusive growth through its work with clients, insights, actions, and giving. McKinsey partners with over 600 clients on sustainability engagements and digital transformations. It aims to be a leader in decarbonization and inclusive growth by helping clients reduce emissions, create jobs, and build diverse workforces. McKinsey also works to incorporate ESG priorities into its own operations through responsible business practices, diversity initiatives, and social impact programs.
This update on Mergers & Acquisitions, covering the full year of 2016, is based on publicly available information.
For more information: http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/m-and-a-2016-deal-makers-catch-their-breath
This document discusses digital business model innovation and transformation. It begins with an overview of business models and the business model canvas tool. It then covers digital business models, the stages of digital transformation, and frameworks for digital business models. Key components of digital business models are discussed. The document outlines drivers of business model innovation and a framework for digital business model innovation. It also discusses challenges in digital transformation, such as why many initiatives fail. The document concludes with sections on business model innovation opportunities in different areas like resources, offerings, customers, and finances.
Which Innovation Framework do you use, the 10 types of innovation or the busi...Heather McQuaid
Which innovation framework, the 10 types of innovation or the business model canvas, is more useful in helping people realise that 'innovation' isn't just about a product (or service)? I was surprised that no one had published (or at least made freely available) a comparison of the 10 types of innovation and the 9 building blocks of the business model canvas. So I attempted a mapping and here's what I found.
The document introduces the Ten Types of Innovation framework, which categorizes ten basic types of innovation that can be used individually or combined. It provides an overview of the three categories within the framework, explains how companies have used multiple types successfully, and gives examples of innovation tactics that align with the different types. The framework is intended to help organizations shift their focus beyond products to other areas of value creation and diagnose opportunities for breakthrough innovation.
Digital Transformation Toolkit - Overview and ApproachPeterFranz6
The document provides an overview of a 6-phase approach to digital transformation along with frameworks, tools, templates, tutorials and best practices. The 6 phases include: (1) carrying out a business case for change and setting up the digital transformation, (2) defining the digital transformation strategy, (3) carrying out detailed business cases and financial models for projects, (4) implementing, tracking and managing progress, (5) defining and implementing a change management strategy and plan, and (6) defining and implementing a communication strategy and plan. The toolkit is intended to help organizations undertake a successful digital transformation with support from management consultants in a more affordable way than solely relying on tier 1 consulting firms.
Our world’s digital landscape is evolving faster than ever before, the only constant is change and most enterprises are struggling to adapt. In this webinar, we deep dive into Digital Transformation – the business strategy that can unlock new, better and bigger growth opportunities for your company.
WHO IS THE GREATER INNOVATOR ?
WHAT ARE THE INNOVATION OBSTACLES?
Original Source www.ctca.ca, share here for discussion at www. facebook.com/xtrategist
Bcg true luxury global cons insight 2017 - presentataGabriela Otto
The document summarizes key findings from the 4th Edition of the True-Luxury Global Consumer Insight report by BCG Altagamma:
1) The number of true luxury consumers grew to 17 million, with China and the US driving most of the growth. Average luxury spending increased to 36,000 euros per consumer.
2) While the overall luxury market remained steady, there was a shift towards higher-spending consumers. True luxury consumers now represent 32% of the global luxury market, up from 29%.
3) Consumer appetite for luxury remains healthy, with the True Luxury Barometer showing 24% of consumers expect to increase spending in 2017. Chinese and American consumers will be the biggest drivers
How to hire a CINO that can build lasting innovation capabilities.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Rising Billion is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
The document summarizes key concepts from Chapter 3 of a strategic management textbook. It outlines the external assessment process, including analyzing industrial organization forces, social/demographic trends, economic/political factors, technological changes, and competitive forces using models like Porter's Five Forces. Key steps are identifying opportunities/threats, performing an external audit using various sources, and creating matrices like the EFE and CPM to evaluate external factors and competitors.
The document discusses developing systems to involve stakeholders in strategic change planning. It outlines developing stakeholder engagement strategies that include brainstorming, focus groups, interviews, reviewing existing data and timelines. It also discusses evaluating stakeholder engagement systems by establishing effort levels, preferred engagement forms and frequencies. Proactive engagement allows issues to be addressed within high trust frameworks, unlike reactive engagement during problems or crises. Good stakeholder programs have timely information disclosure, understand stakeholder perspectives, and evaluate engagement effectiveness.
Innovation, design thinking, and competitive advantagePhil Barrett
A quick talk from the Cape Town funding fair. Exponentials and the imperative for innovation. The trouble with innovation in corporations. Wicked problems and complex adaptive systems. How design thinking works. What design thinking does do, in Digital. Design thinking counteracts our tendency for poor decision making.
Big Data and Artificial Intelligence: Game ChangerDavid Asirvatham
Introduces the role of Big Data and AI in the transformation of jobs. It will provide an overview of the skills needed by students if they are seeking for jobs in the area of Big Data and AI.
Prof. Dr. David Asirvatham gave a presentation on AI and future jobs. There will be 5 major trends shaping the future, including the use of technology everywhere and mobile phones becoming multi-purpose tools. AI will disrupt many jobs like drivers, chefs, and journalists by taking over certain tasks. However, AI will also create new jobs and aid knowledge workers. To prepare for the future of work, people will need to learn new skills like problem solving, critical thinking, and computer literacy as jobs and skills requirements continuously change. Education will focus more on lifelong learning to gain new skills.
The document discusses how technology, especially artificial intelligence (AI), will impact the future world and jobs. It summarizes that AI will disrupt many industries and potentially replace jobs like drivers, retail workers, and food service employees. However, AI will also create new jobs and aid existing jobs. The document emphasizes that education and acquiring skills like computing, data science, and digital skills will be important for humans to work with AI and ensure they are not replaced by machines. It promotes Taylor's computing programs that aim to prepare students for future careers.
Artificial intelligence and automation will significantly impact future jobs. Many existing jobs will be displaced, but new jobs will also be created. Skills that are important today like driving trucks may no longer be needed if self-driving vehicles are widely adopted. However, AI will also drive innovation and create new industries and jobs. Education will need to focus on emerging technical skills like data science, cybersecurity and artificial intelligence to prepare students for these new types of jobs. Taylor's University is transforming its degree programs, like computer science, to offer specializations in high demand AI fields and opportunities for real-world work experience through internships and industry projects.
This presentation focuses on 6 trends in Australia:
- The rise of the skills economy
- The real possibilities of Microcredentials
- The challenge of AI – Learning tools, Analytics & Cheating
- The true hybridization of learning opportunities
- Getting real about First Nations Knowledges and diversity
- The work readiness of our graduates
Providing examples and considerations.
The document discusses the changing landscape of 21st century teaching and learning. It summarizes that:
1) Forces like new technologies, demographic shifts, and economic changes are transforming how and what people learn.
2) Emerging technologies like 3D printing, robotics, and artificial intelligence will continue disrupting traditional education models.
3) Demographic trends like population aging and the rise of the global middle class will increase pressures on education systems.
4) This context requires reimagining teaching and learning models to focus on competency, personalization, flexibility and lifelong learning.
The document discusses the impact of the COVID-19 pandemic on jobs and the emergence of artificial intelligence (AI) technology. It notes that millions of people have lost jobs due to the pandemic and many of these jobs may never return as companies increase automation and look for more pandemic-resistant ways of operating. The pandemic is accelerating the adoption of AI technologies which can perform roles like drivers, warehouse workers, and food preparation more efficiently. Specific jobs that may be replaced by AI include truck drivers, pilots, journalists, lawyers, chefs, bankers, and construction workers. It emphasizes that the future will demand skills in innovation, problem-solving, data analysis, and lifelong learning to work with new AI technologies.
Taylor's University is a private university located in Malaysia with over 12,000 students, including 3,795 international students from over 85 countries. The top countries that students come from are China, Indonesia, Maldives, Japan, and Pakistan. The university has been ranked highly in both Asian and world university rankings in recent years. With rapid technological changes on the horizon, the document discusses how artificial intelligence and automation may impact jobs and skills needed for the future. It proposes transforming the university campus into a "smart campus" that utilizes new technologies like AI, internet of things, and data analytics to improve the learning environment and create more flexible learning experiences for students.
Presenting a) business megatrends, b) education megatrends in connection to the business megatrends, and c) outlining the skills required for many future businesses
The document summarizes a presentation given by Prof. Dr. David Asirvatham on AI and future jobs. The presentation discusses how AI will impact various jobs and industries in the coming years and decades. It notes that many existing jobs will be automated or replaced by machines, but that AI will also create new types of jobs and work. The presentation emphasizes that acquiring new technological skills will be important for workers to adapt and ensure they are not left behind as AI disruption occurs. It concludes that AI will significantly change how people live and work, with humans needing to work together with machines.
The document discusses how rapid technological change is impacting education and the future of work. It notes that many jobs will be automated in coming decades and skills like problem solving and interpersonal skills will become more important. The document argues that schools must change to prepare students for this new world by focusing less on content mastery and more on flexibility, creativity, and collaboration. It envisions schools that are open 24/7, integrate disciplines, and involve local businesses and non-teachers to help customize learning.
Our students will face unprecedented global challenges, competition and change. A 21st century education must must these challenges and opportunities. Gregory Washington outlines strategies for success for K-12 educators.
Presentation to faculty and staff of Shenandoah University of two years of research into the state of higher education in the United States and trends that will impact colleges and universities
This presentation discusses how schools must adapt to prepare students for an uncertain future shaped by technological change, globalization, and demographic shifts. It notes that the nature of work and organizations is changing, with more contingent and gig-style employment. New technologies like 3D printing, robotics, and artificial intelligence will continue disrupting many industries and jobs. Schools must focus on developing students' adaptability, resilience, collaboration skills, and life-long learning mindsets to help them thrive in this changing world. The presentation advocates for more personalized, competency-based, and student-centered models of learning to better meet learner needs and expectations.
Maria Anderson: Facing the Future of Technology and LearningAlexandra M. Pickett
Day 2 Presentation
Dr. Maria Anderson, CEO/Cofounder, Coursetune
Presentation: Facing the Future of Technology and Learning
https://sunyonlinesummit2020.edublogs.org/2020/01/12/curriculumdesign/
https://sunyonlinesummit2020.edublogs.org/about/day-2/
Annual conference for the SUNY online teaching and learning community of practice.
https://sunyonlinesummit2020.edublogs.org/
February 26-28, 2020, NY, NY
Conference website: http://opensunysummit2019.edublogs.org/
Program: https://sunyonlinesummit2020.edublogs.org/about/program/
https://sunyonlinesummit2020.edublogs.org/speakers/
Recordings: https://sunyonlinesummit2020.edublogs.org/mediasite/
Materials: https://sunyonlinesummit2020.edublogs.org/registration/materials/
The document discusses trends in economics, information, and society in the 21st century including the shift to globalization, knowledge-based economies, flat organizations, customization, and virtual communication. It also outlines major challenges like climate change, environmental issues, and energy needs. Key themes discussed are the need for innovation in education to develop skills like creativity, adaptability, and critical thinking for a changing job market focused increasingly on knowledge and new technologies.
This document discusses the transition to a knowledge and innovation economy and the roles of knowledge workers. It makes the following key points:
1) Most professions are undergoing a transformation from traditional service roles to continuous innovation as routine tasks are taken over by technology.
2) Knowledge workers are those who transform information into decision options and solutions, while innovative knowledge workers help create new contexts for knowledge.
3) For knowledge work to be effective, innovative knowledge workers must design new contexts and languages to integrate knowledge within organizations.
4) Universities currently focus on producing information workers rather than knowledge creators and synthesizers. A shift is needed to develop innovative knowledge worker skills.
The document outlines a team project proposal to design an interactive learning platform. It begins with an introduction that establishes the goal of analyzing societal problems and developing an innovative IT solution focused on education. Next, it identifies the need for improved access to education and reviews current solutions. The proposal then discusses ideas for the new platform, including adaptive learning and using social networks. It presents a design with features like course selection and content updates. Finally, the document concludes that the platform could help provide equitable education for marginalized groups.
Similar to The role of universities in preparing students for future jobs (20)
The world is changing. Jobs are changing. How do we prepare for the campus of the Future?
This deck explains some of the changes that need to be infused into a campus of the Future.
Significance of Personal Branding in Post-PandemicDavid Asirvatham
The document discusses the importance of personal branding, especially during the COVID-19 pandemic. It notes that most industries have been affected by the pandemic, making job competition tougher. To stand out, individuals need to start branding themselves by articulating their unique value proposition rather than focusing on titles or qualifications. Personal branding through websites and social media is vital, as recruiters will examine an individual's online presence. Developing a personal brand highlights one's skills and expertise, builds trust and reputation, and helps differentiate people in a competitive job market caused by the pandemic.
Prof. Dr. David Asirvatham discusses the impact of COVID-19 on education and the future of higher education. The pandemic has accelerated the adoption of online learning and technology. Lectures will increasingly move to an online format while practical activities like labs will remain in-person. Campus spaces and administrative functions may be reduced. Jobs will be impacted by artificial intelligence with roles for academics changing to focus on online content development. Students will prefer a blended learning model. Overall, COVID-19 has created an opportunity for universities to transform through greater technology usage, new business models, and more flexible learning experiences.
This document discusses the changing role of teachers in the 21st century classroom. It notes that internet technology is reshaping education and the skills needed for the modern workforce. The roles of both students and teachers are evolving - students are more connected and want to create digital content, while teachers must promote technology use, support learner-centered approaches, and help students become global citizens. Overall, the document argues that teachers need to continue learning and embracing new technologies in order to effectively educate students for a digital world.
Best practices in designing a blended learning courseDavid Asirvatham
This document outlines best practices for designing a blended learning course. It begins with an introduction to the University of Malaya and discusses the reshaping of education due to globalization and technology. Blended learning combines online and face-to-face learning. The top 10 best practices for course design are then outlined: 1) Focus on learning outcomes over technology, 2) Choose an appropriate instructional model, 3) Balance online and in-person delivery modes, 4) Redefine the teacher's role, 5) Consider optimal class sizes, 6) Support varying technology skills, 7) Balance content development time, 8) Implement effective assessment and feedback, 9) Allow time for teacher professional development, and 10) Engage students.
This document summarizes a workshop on adopting new learning technologies. It discusses various topics that will be covered, including content development processes, new technologies for hands-on learning, and tools for activities like lectures, quizzes, discussions and storyboarding. The document provides information on designing blended learning content, including preparing objectives and materials, organizing content, and developing digital content. It also introduces different learning management systems, tools for activities like screen sharing and live polling, and technologies for lecture capture and video editing.
This document provides an overview of information and communication technology (ICT) innovations at the University of Malaya. It discusses the university's history and background. It then summarizes key ICT trends like the Internet of Things, big data, and cloud computing. The document outlines the university's transition from traditional classroom learning to digital and blended learning models using MOOCs and e-learning. It also describes the university's ICT strategic plan, network infrastructure upgrades, data center facilities, and big data initiatives. These initiatives aim to provide a smarter campus through improved connectivity, centralized network management, a unified authentication system, and analytics using structured and unstructured data.
The document discusses the growth of e-learning and knowledge-based economies. It notes that 50% of workers' skills will become outdated within 3-5 years, requiring continuous training. E-learning is growing rapidly and can provide training in a more cost-effective manner than traditional classrooms. While e-learning will not replace traditional education, a blended approach combining online and offline tools is necessary to promote creativity, access to training, and innovation.
The document discusses various topics related to multimedia including digital media forms, multimedia applications in business and education, image and audio capture and compression standards, and selection of multimedia software. Key points covered include definitions of multimedia and digital media objects like text, graphics, audio and video. Benefits of multimedia in training and education are discussed along with drawbacks.
The document discusses different types of software used in office automation. It describes end-user software, application software, and systems software including operating systems. It also discusses programming languages from machine language to high-level languages. The document notes the benefits of office automation including better control over work and increased productivity. It outlines various technologies used in office automation such as email, telecomputing, facsimile, teleconferencing, and voice mail.
The document discusses various topics related to information technology including hardware, software, data storage, computer components, and networking. It provides details on CPUs, memory, storage devices, input/output devices, and networking infrastructure. Examples of hardware, software, and components needed for a small business IT system are listed. Benefits of IT and open source software are mentioned. Basic computer architecture and components like the CPU, memory, and storage are defined.
This document introduces basic HTML elements and tags. It explains that HTML documents contain elements marked by opening and closing tags, and consist of a head and body. Common elements like headings, paragraphs, text formatting, links, images, and lists are demonstrated along with their tags.
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E-tools in E-learning
This document discusses the rise of e-learning and various e-tools that can be used to support it. It begins by explaining what e-learning is and how the internet is changing education. It then outlines the growth of e-learning and benefits such as access to resources anytime and anywhere. Various e-tools are presented for e-learning like email, online materials, learning management systems, and videoconferencing. Emerging web 2.0 tools like YouTube, LinkedIn, and surveys are also discussed. The conclusion emphasizes that e-learning offers new opportunities for teaching and learning if educators are willing to embrace technological change.
E-learning initiatives in Malaysia have grown significantly over the past decade. The government has identified ICT and e-learning as national priorities and invested heavily in infrastructure development. Nearly all universities have implemented e-learning platforms, though usage varies. Several government agencies and private organizations are working to expand e-learning opportunities through initiatives like the National E-Learning Centre, online portals for teachers and students, and virtual universities. While e-learning adoption is well established in higher education, its implementation in the private sector and schools has progressed more gradually due to cultural and logistical challenges. Overall interest and research on e-learning remain high in Malaysia.
The University of Malaya ICT Road Map for 2010-2012 outlines five strategies to enhance the use of ICT at the university, including developing a resilient network infrastructure, utilizing ICT to build a knowledge-based community, enhancing ICT products and services to support teaching, learning and research, developing ICT skills among the university community, and ensuring an informed approach to IT service delivery. The road map discusses implementing policies, improving infrastructure through initiatives like high-speed internet and wireless networks, developing new applications and services, and establishing a knowledge management system to support the university's goals.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
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The complex relationship between human activities and the environment has been the focus
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The utilization of land is impacted by human needs and environmental factors. In countries
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Therefore, human intervention has significantly influenced land use patterns over many
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Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
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Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Executive Directors Chat Leveraging AI for Diversity, Equity, and Inclusion
The role of universities in preparing students for future jobs
1. Prof. Dr. David Asirvatham
Executive Dean
Faculty of Innovation and Technology
Taylor’s University
MALAYSIA
Contact: david.asirvatham@taylors.edu.my
The role of universities in preparing
students for future jobs
4. 3
Mid 80s
Early
90s
Mid 90s
2000-2009
About 100 different programmes offered
1969 School of Pre-U Studies (1969)
School of Biomedical Sciences (2004)
School of Communication (2000)
School of Hospitality & Tourism (1986)
School of Pharmacy (2010)
School of Education (2011)
School of Medicine (2009)
2011
The Design School (2008)
2010
2013
School of Liberal Arts & Sciences (2013)
2017
Faculty of Business & Law (2017)
Faculty of Health & Medical Sciences (2017)
Faculty of Hospitality, Food & Leisure Management (2017)
Faculty of Arts & Social Sciences (2017)
Faculty of Innovation & Technology
(2018)
Law School (1992)
Business School (1993)
American Degree Transfer Program
(1996)
Language Centre (1993)
School of Engineering
(1997)
School of Computing
(1997)
School of Architecture, Building
and Design (1998)
6. 5
Total International Students = 3,000
Countries represented:
AFGHANISTAN
ALGERIA
AUSTRALIA
BAHRAIN
3 BANGLADESH (149)
BELGIUM
BHUTAN
BRUNEI
CAMBODIA
CANADA
CHAD
2 CHINA (244)
DJIBOUTI
EGYPT
ETHIOPIA
~3,000 students
from 80 countries
FRANCE
GERMANY
GHANA
HONG KONG
INDIA
1 INDONESIA (588)
IRAN
IRAQ
IRELAND
ITALY
JAMAICA
JAPAN
JORDAN
KENYA
KINGDOM OF LESOTHO
KOREA
LAOS
LIBYA
MALAWI
4 MALDIVES (131)
MALI
MAURITIUS
MOROCCO
MYANMAR
NEPAL
NETHERLANDS
NIGERIA
NORWAY
OMAN
5 PAKISTAN (116)
SOMALIA
SOUTH AFRICA
SRI LANKA
SUDAN
SYRIA
TAIWAN
TANZANIA
THAILAND
THE KYRGYZ REPUBLIC
TUNISIA
TURKEY
TURKMENISTAN
UGANDA
UNITED KINGDOM
UNITED STATES
VENEZUELA
VIETNAM
YEMEN
ZAMBIA
ZIMBABWE
PALESTIAN
PHILIPPINES
REPUBLIC OF BENIN
REPUBLIC OF KAZAKHSTAN
REPUBLIC OF MOZAMBIQUE
REPUBLIC OF SERBIA
REPUBLIC OF SOUTH SUDAN
REPUBLIC OF TAJIKISTAN
ROMANIA
RUSSIA
SAUDI ARABIA
SEYCHELLES
SINGAPORE
8. 7
Which jobs will be of demand in 2030 and beyond?
What kind of skills will be needed in the future?
What should universities do to ensure the graduates
are employable in the future?
10. 9
How many years would today’s graduate work?
What jobs will be there in 10 years? 20 years? 40 years?
11. 10
65% of children entering primary school today
will be employed in jobs that do not yet exist.
World Economic Forum in its 2016 report The Future of Jobs.
12. 11
Most jobs will change; some will decline; some may even
disappear.
Intelligent machines are going to become more prevalent in
every area of work. All of our jobs are going to change. Almost
40% of the jobs are likely to shrink by 2030.
Source: McKinsey Global Institute
13. The World is Changing
LAND
+
LABOUR
CAPITAL
+
ENERGY
INFORMATION
+
KNOWLEDGE
PRIMARY WEALTH CREATING ASSETS1800 2030
ARTIFICIAL
INTELLIGENCE
+
BIG DATA &
ANALYSTICS
+
IOT
14. Len Schlesinger of the Harvard Business
School describes a world of work where professions,
banks, finance and large corporations no longer
dominate. Much of the work graduates used to do is
being digitised away – that is true even in medicine
and engineering, and certainly in banking and the
law.
Report: Enterprising Futures, 2012.
1-Feb-20 Dr. David Asirvatham 13
15. 14
CONSTRUCTION WORKERS OR
OTHER MANUAL LABOUR JOBS
• bricklaying on construction
sites, working in warehouses, or picking
fruit and vegetables on a farm, there’s
no doubt that a large number of manual
labor jobs that once required humans
can now be carried out by robots.
• Ability to work nonstop without getting
tired.
14
16. 15
Truck Drivers, Shipping Crews
& Pilots will be challenged by
Machines
• Major car manufacturers will roll-out driverless cars by
2020.
• Reduction of truck drivers or shipping crews or pilot?
• Entire transport system will change
1-Feb-20 Dr. David Asirvatham 15
20. 19
LAWYERS VS
• Can AI assist Lawyers?
• AI could be effectively deployed to
determine every case in which a
particular witness testified, what his/her
opinions were, and how juries reacted,
much faster and more thoroughly than
any human investigator ever could.
21. 20
Legal Document Analysis and Reporting
Large volume of documents
Analysis Report
Comparison of Documents
Develop Models
22. 21
JOURNALISTS
• Automated news writing and
distribution, without human
supervision, is already a reality
• Using bots to generate sports
reports and other news articles
• A.I. automated agents could be used to
help personalize human-written stories
for readers, based on their knowledge,
location, age, or reading level.
• Social Media: Every individual becomes
a reporter as they witness an event.
21
24. 23
CHEFS
• Chef Watson, it’s able to generate entirely new
recipes from scratch using an astonishing knowledge
of taste chemistry and flavor pairings.
• Customize to the taste of individuals
• robots like Miso Robotics’ burger-preparing
Flippy are capable of preparing meals and serving
them up at speeds that human chefs struggle to
achieve
• Add table delivery drones into the mix and you don’t
even need human waiters to deliver the food to
customers.
23
25. 24
FINANCIAL ANALYSTS, ACCOUNTANTS & BANKERS
• AI can spot patterns and make trades
faster than even the most eagle-eyed
of human analysts.
• With billions of dollars (or more) at
stake, some estimates suggest that
around 30 percent of banking sector
jobs will be lost to A.I. within the next
decade.
• With the rise of AI, accountants are
expected to move their roles into
consulting and advising
24
26. 25
MEDICS
• Algorithms which can make
diagnoses about disease, AI
being used to
make recommendations
about the best cancer
treatment.
• Wearable devices that can
help treat physical disorders.
• Robots carrying out surgery
• Cutting edge technology will
have a big impact on a range
of medical professions
25
33. 32
12 Jobs of the Future (2030) by LinkedIn
Organ Creator –
transplantable organs
(Molecular biology, tissue
engineering or
biomedical engineering)
Augmented-Reality
Builder – customer
experience virtually
Biofilm installer – tools
for oil spill clean-up,
generate power, etc.
Earthquake forecaster –
availability of data and
computing power to
simulate earth
movements (Data
Scientist)
3D Engineer
Rewider – convert
concrete jungle to green
belt
Human-machine
teaming manager –
establish roles and
responsibilities for human
and machines
Digital Currency
Advisor – manage
wealth (knowledge in
accounting, finance and
data security)
Drone traffic optimiser
Self-driving car
mechanic
Agile supply chain
worker – online
economy, real-time
demand and supply
Trash engineer – Clever
methods to upcycle trash
Source:
39. 38
Future Jobs
No more “job for life”. An
average person changes
jobs 10 to 15 times
The new workers need to
be flexible, work on
demand, and ability to
learn new skills.
Digital skills will be
necessary for success.
40. 39
Skills of the Future
https://futureskills.pearson.com/explore/profile/image
44. 43
10 Skills You Need for the Future of Work
(https://www.forbes.com/)
1. Creativity
2. Emotional Intelligence
3. Analytical/Critical Thinking
4. Active Learning with a growth mindset
5. Judgment and Decision Making
6. Communication Skills
7. Leadership Skills
8. Diversity and Cultural Intelligence
9. Technology Skills
10. Embracing Change
45. Are universities doing enough to prepare
graduates for the uncertain future of
work?
Are students being equipped with the
21st century skills needed to thrive in
the future?
46. Industrial Partnership
It is important that universities work with
Industries
Jointly develop curriculum
Jointly conduct lectures and workshop
Appointment of Adjunct Lecturers
Internship
47. 46
Work-based Learning (WBL) - 2u1i
• Taylor’s University has develop WBL for selected programmes
• 2u1i
• Students will have an option to select the Conventical Mode or WBL Mode
• One year working experience – preferred by Industries.
• These students are closely monitored through a well-structured approach.
• About 75% of the students prefer the WBL Mode
48. 47
Technology-based Education
• Improve Classrooms and Labs. Classrooms and Labs
equipped with the latest technology.
• Introduce technology is all areas of study.
• Increase Independent Learning
• Lecturers to be a facilitator rather than a teacher
50. Chalk-and-talk has long
ruled the classrooms
o will not be eliminated
o Less emphasis
“Digital” Learning
o greater emphasis on MOOC
o on demand learning
o networked Learning
What would be the best way to learn?
49
51. What is Smart Learning
Environment?
“Smart” is a new notion coined to describe
economic and social developments enabled by
technologies that rely on sensors, big data, open
data, new ways of connectivity and exchange of
information (e.g., Internet of Things, RFIDs.
Wearable Technologies).
(Höjer and Wangel, 2015).
1-Feb-20 DR. DAVID ASIRVATHAM 50
52. Introduce Broad-based Education
Education should help broaden the mind and encourage flexible
thinking
Taylor’s Curriculum Framework (TCF) provide a more flexible and
diverse education
The aim is to provide students with greater choice to meet their
different interests and ways of learning
Being able to choose what and how they learn will encourage them to
take greater ownership of their learning
Micro-Credentials
53. 52
Broad-based Learning: Taylor’s Curriculum Framework (TCF)
COMPUTER SCIENCE
SPECIALISATION:
Data Science
Cyber Security
Mobile Computing
Cloud Computing
Blockchain
MINOR/EXT:
Business
Finance
Student Mobility
INFORMATION
TECHNOLOGY
SPECIALISATION:
Business Intelligence &
Analytics
Internet Technologies
Game Design
MINOR/EXT:
Business
Finance
Student Mobility
SOFTWARE ENGINEERING
MINOR/EXT:
Business
Finance
Student Mobility
54. 53
53
1. Discipline-
Specific Knowledge
2. Problem Solving,
Creative and
Critical Thinking
Skills
3. Communication
Skills
4. Lifelong Learning
5. Personal
Competencies
6. Social
Competencies
7.
Entrepreneurialism
8. Global
Perspectives
55. 54
How do we assess these skills?
Life-long
Learning
Global Perspective
Personal
Competence
56. 55
Universities to collaborate
• Collaborate with universities with top universities to offer Dual Awards or Joint
Awards
• Build on each others strength
• Quality Assurance by both universities – improve the quality of the programme
• Opportunities for students to articulate or spend a semester in the partner
university
• This help students to broaden their outlook and gain greater confidence
• Improve the employability of the student
57. 56
Key Points
1. Technology creates more opportunities and
jobs.
2. Acquiring new skills becomes key.
3. What skills are important for the future?
4. Human-touch is important, but technological-
touch cannot be ignored.
5. Provide a broad-based education
6. We need to provide students with the Future
Skills for Future Jobs and improve their Future
Employability.
58. 57
What employers are looking for?
Google, Amazon, and Microsoft, have highlighted
the importance of learnability,
being curious and having a hungry mind
as a key indicator of career potential.
59. 58
Education is not just about income. It is
about fulfilment and enrichment. Students
should find fulfilment in the jobs they
choose to do.