Pursuit of relevance in higher education
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How can higher education institutions alter their strategy to achieve student success? How can emerging technology such as cognitive analytics, cloud, connectivity, and omni channel engagement accelerate higher education efforts? Review tactical steps to develop an effective game plan.
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Pursuit of relevance in higher education
- 1. IBM Institute for Business Value Pursuit of relevance How higher education remains viable in today’s dynamic world
- 2. IBM Institute for Business Value “Education is the most powerful weapon which you can use to change the world.” - Nelson Mandela
- 3. IBM Institute for Business Value Agenda What is success? Embracing disruptive technology The path forward Homework
- 4. IBM Institute for Business Value What is success?
- 5. IBM Institute for Business Value We surveyed more than 900 academic and business leaders globally Source: IBM Institute for Business Value Higher Education Survey 2015.
- 6. IBM Institute for Business Value Leaders believe higher education fails to meet the needs of core customers… Of academic and business leader surveyed… believe the current higher education system is meeting the needs of students believe the current higher education system is meeting the needs of industry believe the current higher education system is meeting the needs of society 41% 49% 47% Source: IBM Institute for Business Value Higher Education Survey 2015.
- 7. IBM Institute for Business Value …and falls short in delivering value and meeting expectations in many areas Of academic and business leader surveyed… believe the current higher education is providing value for money believe the current higher education system is contributing to economic growth believe the current higher education system is preparing students with critical skills 49% 51% 43% Source: IBM Institute for Business Value Higher Education Survey 2015.
- 8. IBM Institute for Business Value Most leaders identified job placement as the best higher education effectiveness measure Job placement rates of students 62% Source: IBM Institute for Business Value Higher Education Survey 2015. 63% 51% Top measures of higher education effectiveness Student creativity & innovative problem solving capability Contribution of students to social enlightenment and cultural development 73% Senior educators 64% Senior educators 57% Educational innovators 56% Corporate recruiters 50% Corporate learning executives
- 9. IBM Institute for Business Value Source: IBM Institute for Business Value Higher Education Survey 2015. 71% of corporate recruiters surveyed cannot find applicants with sufficient practical experience Higher education is failing to equip students with skills required to be effective employees
- 10. IBM Institute for Business Value The actions needed to transform higher education are not being prioritized Source: IBM Institute for Business Value Higher Education Survey 2015.
- 11. IBM Institute for Business Value Embracing disruptive technology
- 12. IBM Institute for Business Value New technologies can help improve access, experience, variety and outcomes Promote access Provides greater access to classes, curricula, and other educational content Deepen experience Integrates physical and digital worlds for more engaging experiences Expand variety Enables pursuit of educational experiences beyond traditional higher education institutions Improve outcomes Enables improved decision making by focusing on patterns that improve student success
- 13. IBM Institute for Business Value Cognitive Analytics By making decisions based on science and data, you will be able to reduce turnover, attract and retain high-quality students, and improve organizational performance and outcomes High Speed Networks Accessibility is a must for students today. Converging PON, Wi-Fi, and Cellular connectivity onto a single fiber cabling infrastructure can cost 30% less than legacy copper based networks Cloud Cloud technology provides a more agile and cost effective way to manage IT. Governance, security, and hybrid models need to be understood and established to get the best investment return Omni-Channel Enablement and Engagement Devices and applications are evolving every day. All curriculum is impacted and every teacher needs to embrace change because today’s student is expecting the University to participate, practice and at minimum keep up Emerging Technology
- 14. IBM Institute for Business Value Evolving from “what happened?” to “what CAUSED it to happen?” to “what WILL happen?” to “what should we DO?” Cognitive Analytics
- 15. IBM Institute for Business Value • 5 bar cellular and WiFi connectivity provides the always on Internet connection your students are demanding • Designed to help you boost your revenues and improve the fan experience • New network technology converges PON, Wi-Fi, and Cellular connectivity onto a single fiber cabling infrastructure and costs 30% less than legacy copper based networks • Through convergence, new systems requires far less space than legacy networks giving you back valuable space • New technology is Green, reducing operational costs and improving your LEED status • More reliable and far simpler to operate and manage than legacy networks High Speed Networks
- 17. IBM Institute for Business Value Omni-Channel Enablement & Engagement
- 18. IBM Institute for Business Value The path forward
- 19. IBM Institute for Business Value To improve employability, higher education needs to become more practical and applied 65% Provide experience based learning 63% Provide internships, apprenticeships Source: IBM Institute for Business Value Higher Education Survey 2015. What is required to address performance gaps in higher education
- 20. IBM Institute for Business Value Source: IBM Institute for Business Value Higher Education Survey 2015. 57% Industry and academia need to collaborate to deliver higher education to students Leaders agree collaboration is needed to improve higher education effectiveness 56% Industry and academia need to collaborate in developing curricula
- 21. IBM Institute for Business Value Civic engagement and strong leadership from industry. Strong connections with government leaders Intermediary organizations that serve as the ecosystem orchestrators Common vision and long-term charter that clearly defines commitments Early wins that demonstrate commitments and results Collaborative data sharing to enable better signaling Several elements are critical to creating and sustaining effective ecosystems
- 22. IBM Institute for Business Value Assess current capabilities Engage core customers to evaluate existing educational and analytics capabilities, decision support tools and mechanisms for improving access, experience, variety and outcomes Identify high-value opportunities Assess curriculum to identify where opportunities and needs exist to infuse experienced based learning techniques and new technologies or real-world learning experiences Look for opportunities to leverage “flip” teaching Crystalize the vision, define objectives and gain commitments Define and reach consensus on a clear and common vision with clearly defined commitments Define ecosystem business intelligence requirements and strategy for addressing data collection and sharing among partners Today’s homework
- 23. IBM Institute for Business Value Partner to extend and strengthen capabilities Identify and evaluate new opportunities to expand access, experience and variety through ecosystem partners, beyond those available from acting alone Work with industry partners to develop/expand programs for real-world learning experiences and validate needs for specific skills Experiment with new technologies Monitor and validate new disruptive technologies, pursue opportunities to experiment, and broaden organization culture to recognize and accept that in the process of innovation, some failures are inevitable Formalize process, apply metrics and refine portfolio Develop a benefits realization plan to monitor and evaluate the impact of learning Formalize processes and accountability mechanisms to help ensure partners remain engaged Encourage partners to align internal business metrics to the ecosystem vision Today’s homework
Editor's Notes
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- Nelson Mandela, former president of South Africa, 1993 Nobel Peace Prize laureate. Occasion: Launch of Mindset Network Place: Planetarium, University of the Witwatersrand Johannesburg South Africa Date: Wednesday, July 16, 2003 Source: http://db.nelsonmandela.org/speeches/pub_view.asp?pg=item&ItemID=NMS909
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- In collaboration with the Economist Intelligence Unit, IBM surveyed more than 900 academic and industry leaders and interviewed 25 leading academic subject matter experts. Five specific groups were surveyed across public and private colleges and universities, vocational programs, community colleges, educational service providers and corporations: Academic leaders: Included deans, presidents, chancellors, vice chancellors, provosts and senior academic administrators from a mix of four-year, vocational/technical and community colleges. Senior educators: Included professors, assistant professors and individuals responsible for higher education delivery. Corporate recruiters: Included individuals from private-sector companies responsible for recruiting talent for their organizations. Corporate learning executives: Included executives from organizations that provide learning services to public and private sector organizations. Educational innovators: Included individuals from leading technology companies responsible for developing and innovating new education products and services.
- Source: Q1 “To what extent do you believe the current higher education system in your country is meeting the needs of the following groups?” n=935 Business and academic leaders believe that higher education fails to meet the needs of core customers Less than 50% of business and academic leaders believe that the current higher education system is meeting the needs of society (47%), industry(41%) or students (49%). (Q1)
- Source: Q2 “To what extent does the current higher education environment in your country fail or succeed at the following?” n=935 Business and academic leaders identify the current successes of the higher education system: 51% think that higher education is providing value for money 49% think that higher education is contributing to economic growth and competitiveness 49% think that higher education is providing access to students from a broad range of economic and social environments 43% think that higher education is preparing students with the skills they need for the workforce Little confidence exists the ability of HE institutions to effectively prepare students for the workforce. Only slightly more than half (54%) of respondents from PES and workforce development organizations in this study’s survey indicated they believe higher education institutions are adequately preparing students for the workforce. Source: IBV LTU survey 2014
- Sources: Q14 “What do you consider to be the best measures of effectiveness or success of higher education institutions?” n = 872 Q15 “What do you believe is the most important role of higher education?” n=863, Q13 “To what extent do you agree or disagree with the following statements?” n = 826 Most academic and business leaders identified job placement as the best measure of higher education effectiveness Leaders identify the 5 measures of effectiveness for higher education institutions they believe are critical. The majority of leaders in academia and industry (63%) believe that the best measure of effectiveness or success in higher education is the job placement rate of higher education institutions. This particular questions was broken out into the 5 roles our respondents were categorized in Q14: 73% of senior educators agreed with this (really surprising that academia is more in line with this than industry) 64% of academic leaders (really surprising that academia is more in line with this than industry) 57% of educational innovators 56% of corporate recruiters 50% of corporate learning executives To further support the best measure of effectiveness of higher education, we asked both industry and academic leaders what the role of higher education should be. 1 out of 2 leaders believe that the role of higher education is to provide the business community with a relevant, skilled workforce and to also provide students with the fundamentals to launch a career. (Q15 ) Also, among industry and academic leaders 50% believe that higher education institutions have a direct responsibility for equipping students to be “job ready” after graduation. (Q13) It therefore makes sense to assess the effectiveness of higher education based on its role and not on the current ranking system being used to measure the effectiveness of higher education.
- Sources: Q10 “What are the most important requirements for an individual to be successful in the workforce today?” n = 890 Q9 “What are the most significant shortfalls of students coming out of higher education programmes today?” n = 891 Q21 “What are your greatest challenges in recruiting the right candidates from higher education institutions?” n = 132 Higher education institutions are not equipping many students with the skills they need to be effective employees There is a consensus among leaders in industry and academia on the most important requirements for an individual to be successful in the current workforce. However, there is also an consensus on the most significant shortfalls of students coming out of the current higher education system. The same skills the are a requirement for success in the current workforce are also the skills where students have the greatest shortfall. (Q9 and Q10) Ability to analyze problems and draw out possible solutions (Most important requirement for success and the greatest shortfall of students – BIG DISCONNCET) Ability to collaborate effectively and work in teams Ability to communicate effectively in the business context Willingness to be flexible, agile, and adaptable to change From an industry point of view, 71% of corporate recruiters believe the biggest challenge in recruiting is finding applicants who have sufficient practical experience. This further demonstrates the disconnect between the current higher education system and the needs of core customers (industry and students). These same skill gaps are the key soft skills that many long term unemployed youth lack. The most common characteristics of the Long term unemployed are a lack of soft skills (74%), Lack of key skills in demand in local labor markets (74%), and outdated or obsolete skills (68%). While skills related issue are those most associated with members of the LTU, little confidence exists the ability of HE institutions to effectively prepare students for the workforce. Only slightly more than half (54%) of respondents from PES and workforce development organizations in this study’s survey indicated they believe higher education institutions are adequately preparing students for the workforce. Additionally, only 43% of respondents believe secondary schools are adequately preparing students for the workforce. Source: [1] IBV LTU survey 2014: Q18. Which characteristics of individuals has your organization identified related to the long-term unemployed? Q15. Please indicate your level of agreement or disagreement with the following statements: a) Secondary schools in our area of responsibility are providing students with skills to better prepare them to be productive members of the workforce. b) Institutions of higher education in our area of responsibility are providing students with skills necessary to be competitive in the workforce. c)Our organization coordinates and collaborates effectively and effectively with education, social service organizations and other partner organizations.
- Sources: Q19 “To what extent do you agree or disagree with the following statements?” n = 600 Q20 “Which of the following criteria does your organization use when selecting institutions to target for candidate recruitment?” n = 132 Q6a “Thinking about your institution’s academic course curricula today compared to five years ago, what percentage has changed as a result of advancements in each of the following areas? n = 615 Q6b Thinking about your institution’s academic course curricula today compared to five years in the future, what percentage will change as a result of advancements in each of the following areas?” n = 615 However, strategies do not prioritize the actions necessary to achieve this optimistic view Despite academic leader’s optimism about the future, their priorities do not reflect necessary actions to overcome current challenges. When academic leaders were asked to rank their top five business objectives today, they ranked “collaborating with external business to define curricula” 5th, but in the next five years, while it does increases 4% overall, it retains its level of priority among academic leaders. This demonstrates that their optimism is unfounded and is not prompting changes in actions. The business strategy "in the business of launching careers" decreases by one percent in the next five years and remains at the bottom of higher education institution's priorities. Higher education institutions need to be focused on meeting the needs of industry to remain relevant and valuable Past recruiting success is the largest factor when industry decides which higher education institutions to look for new hires (Q20) 66% of corporate recruiters select institutions based on past success in recruiting candidates 58% of corporate recruiters selected institutions based on rankings & ratings of specific programs This shows that by focusing on rankings instead of developing quality candidates at higher education institutions, industry recruiters will go elsewhere for candidates. Despite technology becoming a major disruptor in industry and higher education, it’s influence on curricula change in the next five years remains relatively constant. When asked what percentage has changed in the past five years/will change in the next five years due to advancements in student expectations, professor expectations, technology, and industry demands – percentages remain relatively the same: (Q6a and Q6b) Student expectations – 27% five years ago, 26% in the next five years Technology - 24% five years ago, 27% in the next five years (only percentage increase in the next five years, but by 3%) Industry demands - 22% five years ago, 22% in the next five years Professor expectations - 11% five years ago, 10% in the next five years
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- Source: Q16 “Where do you see the greatest opportunity for technology to impact higher education?” n = 883 Higher education should embrace technology to improve education access, experience, and variety Industry and academic leaders identify the four most beneficial uses of new technology in higher education as: Promoting education access: provide greater access to classes, curricula, and other educational content Deepening education experience: integrate physical and digital worlds for a more compelling and engaging educational experience Expanding education variety: enable pursuit of educational experiences beyond traditional higher education institutions Improving outcomes: enable improved decision making by focusing on patters that demonstrably improve student success 62% of academics believe the benefits of technology outweigh the adoption costs of technology when improving the technology resources available to students and faculty. Q18 “For each of the following areas, how would you evaluate the relevant cost and benefit of each?” n = 603
- Assess current capabilities Engage core customers to evaluate existing capabilities and mechanisms for providing access, experience and variety to identify where opportunities for improvements exist Evaluate analytics capabilities and decision support tools within the ecosystem to identify opportunities to enhance decision making and to improve student outcomes Extend capabilities through ecosystem partners Identify and evaluate new opportunities to expand access, experience and variety through ecosystem partners, beyond those available from acting alone Experiment with new technologies Monitor and validate new disruptive technologies, pursue opportunities to experiment, and broaden organization culture to recognize and accept that in the process of innovation, some failures are inevitable
- Assess current capabilities Engage core customers to evaluate existing capabilities and mechanisms for providing access, experience and variety to identify where opportunities for improvements exist Evaluate analytics capabilities and decision support tools within the ecosystem to identify opportunities to enhance decision making and to improve student outcomes Extend capabilities through ecosystem partners Identify and evaluate new opportunities to expand access, experience and variety through ecosystem partners, beyond those available from acting alone Experiment with new technologies Monitor and validate new disruptive technologies, pursue opportunities to experiment, and broaden organization culture to recognize and accept that in the process of innovation, some failures are inevitable
- Assess current capabilities Engage core customers to evaluate existing capabilities and mechanisms for providing access, experience and variety to identify where opportunities for improvements exist Evaluate analytics capabilities and decision support tools within the ecosystem to identify opportunities to enhance decision making and to improve student outcomes Extend capabilities through ecosystem partners Identify and evaluate new opportunities to expand access, experience and variety through ecosystem partners, beyond those available from acting alone Experiment with new technologies Monitor and validate new disruptive technologies, pursue opportunities to experiment, and broaden organization culture to recognize and accept that in the process of innovation, some failures are inevitable
- Assess current capabilities Engage core customers to evaluate existing capabilities and mechanisms for providing access, experience and variety to identify where opportunities for improvements exist Evaluate analytics capabilities and decision support tools within the ecosystem to identify opportunities to enhance decision making and to improve student outcomes Extend capabilities through ecosystem partners Identify and evaluate new opportunities to expand access, experience and variety through ecosystem partners, beyond those available from acting alone Experiment with new technologies Monitor and validate new disruptive technologies, pursue opportunities to experiment, and broaden organization culture to recognize and accept that in the process of innovation, some failures are inevitable
- Assess current capabilities Engage core customers to evaluate existing capabilities and mechanisms for providing access, experience and variety to identify where opportunities for improvements exist Evaluate analytics capabilities and decision support tools within the ecosystem to identify opportunities to enhance decision making and to improve student outcomes Extend capabilities through ecosystem partners Identify and evaluate new opportunities to expand access, experience and variety through ecosystem partners, beyond those available from acting alone Experiment with new technologies Monitor and validate new disruptive technologies, pursue opportunities to experiment, and broaden organization culture to recognize and accept that in the process of innovation, some failures are inevitable
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- Source: Q11 “Which of the following interventions should institutions consider to address performance gaps in higher education?” n = 888 To address this issue, higher education needs to become more practical and applied Industry and academic leaders believe the three most important interventions to be considered to address performance gaps in higher education are; provide experienced based learning at 65% provide internships and apprenticeships at 63% “One of the biggest challenges facing higher education is optimizing practical learning, focus on skills and experience. Knowledge of skills transfer instead of transferring knowledge base.” – CIO, European Vocational University
- Source: Q13 “To what extent do you agree or disagree with the following statements?” n = 884 Industry and academic leaders agree greater collaboration is needed to improve effectiveness of higher education Over half agreed that collaboration between industry and academia needed to be a focus. Specifically, 57% agreed that collaboration needs to happen in order to deliver higher education to students and 56% agreed that collaboration needs to happen while developing curricula. “…[We are] trying to service new ways of doing business, partnerships, global relationships, and inter-disciplinary collaboration…” – Senior Administrative Executive, North American Public University
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- Identify high-value opportunities Assess existing curriculum to identify where opportunities and needs exist to infuse experienced based learning techniques and new technologies or real-world learning experiences (e.g., internships, apprenticeships) Look for opportunities to leverage “flip” teaching (where students learn basic content outside class and do homework/problem solve in class) to expand opportunities for incorporating experimental learning Partner to extend and strengthen capabilities Build/expand alliances with industry partners to identify and validate needs or opportunities for specific skills Work with industry partners to develop/expand programs for real-world learning experiences, and foster support for business investment in apprenticeships and internships and other practical programs Apply metrics and refine portfolio Develop a benefits realization plan to monitor and evaluate the impact of real-world learning programs on student skills and capabilities; calibrate to enable program portfolio decisions based on outcomes
- Assess current capabilities Engage core customers to evaluate existing capabilities and mechanisms for providing access, experience and variety to identify where opportunities for improvements exist Evaluate analytics capabilities and decision support tools within the ecosystem to identify opportunities to enhance decision making and to improve student outcomes Extend capabilities through ecosystem partners Identify and evaluate new opportunities to expand access, experience and variety through ecosystem partners, beyond those available from acting alone Experiment with new technologies Monitor and validate new disruptive technologies, pursue opportunities to experiment, and broaden organization culture to recognize and accept that in the process of innovation, some failures are inevitable Identify the right partners and empower an “orchestrator” Identify key partners from academia, industry and the public sector and define and empower a strong intermediary to recruit partners and build consensus Crystalize the vision, define objectives and gain commitments Define and reach consensus on a clear and common vision with clearly defined commitments across ecosystem partners Define ecosystem business intelligence requirements and strategy for addressing data collection and sharing among partners Formalize processes and design for sustainability Define and formalize processes and accountability mechanisms to help ensure partners remain engaged and committed Encourage partners to align internal business metrics to the ecosystem vision
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