Page 30 - index
P. 30
CONFERENCE FEATURE
and Mining (OUCQA, 2015). Two-year colleges can develop business in providing transitional “pathway” programs to
a competitive advantage by launching new interdisciplinary second language students from abroad. Te market opportunity
programs, or degree programs in collaboration with four-year in countries like India may wane as domestic capacity catches
colleges and universities. up with demographics. India’s infrastructure has grown at an
astounding rate, from just 20 universities and 500 colleges in
4. Reft to Serve Diverse Local Markets: Many higher 1950, to more than 677 universities and 37,204 colleges today
education programs are designed and delivered based on (India, MHRD, n.d.). At signifcantly lower risk, a growing
traditions that may not serve emerging and non-traditional number of colleges are establishing bilateral exchange,
student markets, from the agrarian calendar to a reliance articulation, and collaborative programs with institutions in
on lecture, essays, and exams. Institutions can attract and overseas markets, and this seems to be an increasingly popular
retain students by redesigning programs, curriculum, path for globalization today.
pedagogy, and support services to better meet the needs
of non-traditional segments, from indigenous students to Conclusion
working professionals, from mature learners to students with
disabilities. More and more colleges are experimenting with Every institution fnds itself in slightly diferent waters, facing
fexible timetables, weekend classes, micro-credentials, and diferent headwinds, carrying diferent traditions and strengths,
low-residency programs. Stanford University’s d.School has and confronted by a wide variety of competitors and privateers.
theorized a radical model of “Open Loop” learning, in which Te best route through stormy seas may well be quite diferent
students fexibly shif back and forth from campus learning for each institution, and collectively they will experience greater
to workplace experience over six or more years, instead of success if they sail towards diferent destinations, rather than
enrolling for the traditional four-year “one and done” degree converge on a single port. As illustrated in Figure 3, campus
(Stanford2025, n.d.). Colleges are increasingly customizing leaders perceive exciting new frontiers for their institutions
programs in business and other disciplines for large employers, in delivering fexible education for working adults, improving
like Grand Valley State University’s MBA for Spectrum Health student retention initiatives, ofering interdisciplinary and
(Sanchez, 2013) or the University of Victoria’s customized Telus collaborative programs, and more.
MBA (University of Victoria, 2015). Tey are also striking Whether your institution is becalmed by demographic
volume deals with major employers, like Starbuck’s “College doldrums, faces political headwinds, is bufeted by fscal gales,
Achievement Plan” with Arizona State University (Blumenstyk, or besieged by ruthless competitors, the solution is NOT to
2014), or Fiat-Chrysler’s “Strayer@Work” partnership with batten down the hatches, lower your sails, make incremental
Strayer University (Zillman, 2015). Cornell University ofers course corrections, and hope you can wait out the storm.
an intriguing Netfix-like subscription model for its online Decades-long trends in the demographic, political, economic,
eMBA programs: employers pay as little as $40 per month and social environment are NOT suddenly going to subside.
per seat, and employees can take as many online courses as Institutional leadership is not for the faint of heart. To survive
they wish (Straumsheim, 2013). Tere are many indications this tempestuous environment, you need to confront the waves
that curriculum modularization and online learning will feed of change head-on, keep your best talent at the wheel, balance
demand for ongoing, lifelong learning and “just-in-time” your cargo, and reft your sails. As you chart the course forward
education among working professionals. for your institution, fnd a bold vision and an innovative
5. Explore New Markets: Like the bold seafarers and approach that captures the attention of prospective students
adventurers of centuries past, when local markets run dry, and donors, and the imagination of your entire campus.
many colleges have been exploring
opportunities overseas. Again, the
demographic trends have been clear Figure 3. Conference delegates were asked
for years: between now and 2050 “What 3 new frontiers excite you most?”
the vast majority of middle-class
wealth will become concentrated Flexible Delivery for Working Adults 24%
in India and China (Kharas, 2010). Student Retention Initiatives 21%
Institutions that have boldly built
satellite campuses in China or the Interdisciplinary Programs 15%
Middle East have met with mixed Institutional Collaborations
results, ofen signing disadvantageous 13%
contracts with local governments that Supports / Programs for 11%
have lef them with multi-million- Under-represented Groups
dollar defcits rather than profts. Corporate Training 9%
Some have established impressive 4%
worldwide sales organizations, International Recruitment / Pathways
like Tompson Rivers University’s Recruiting Students from Farther Afeld 4%
TRUworld. Others have outsourced
global recruitment to multinational 0% 5% 10% 15% 20%
providers like Australia’s Navitas, Total Results 471
which has built a billion-dollar
28 LEADERSHIP Vol. 23.1 Spring/Summer 2017
Client: The Chair Academy Job: Leadership_Journal_23.1 Spring/Summer 2017 Final size: 8.5” x 11” Colors: CMYK Bleeds: Yes
Created by: Goldfsh Creative - Laura Dvir • 602.349.2220 • LAURA@GOLDFISHCREATIVE.NET
and Mining (OUCQA, 2015). Two-year colleges can develop business in providing transitional “pathway” programs to
a competitive advantage by launching new interdisciplinary second language students from abroad. Te market opportunity
programs, or degree programs in collaboration with four-year in countries like India may wane as domestic capacity catches
colleges and universities. up with demographics. India’s infrastructure has grown at an
astounding rate, from just 20 universities and 500 colleges in
4. Reft to Serve Diverse Local Markets: Many higher 1950, to more than 677 universities and 37,204 colleges today
education programs are designed and delivered based on (India, MHRD, n.d.). At signifcantly lower risk, a growing
traditions that may not serve emerging and non-traditional number of colleges are establishing bilateral exchange,
student markets, from the agrarian calendar to a reliance articulation, and collaborative programs with institutions in
on lecture, essays, and exams. Institutions can attract and overseas markets, and this seems to be an increasingly popular
retain students by redesigning programs, curriculum, path for globalization today.
pedagogy, and support services to better meet the needs
of non-traditional segments, from indigenous students to Conclusion
working professionals, from mature learners to students with
disabilities. More and more colleges are experimenting with Every institution fnds itself in slightly diferent waters, facing
fexible timetables, weekend classes, micro-credentials, and diferent headwinds, carrying diferent traditions and strengths,
low-residency programs. Stanford University’s d.School has and confronted by a wide variety of competitors and privateers.
theorized a radical model of “Open Loop” learning, in which Te best route through stormy seas may well be quite diferent
students fexibly shif back and forth from campus learning for each institution, and collectively they will experience greater
to workplace experience over six or more years, instead of success if they sail towards diferent destinations, rather than
enrolling for the traditional four-year “one and done” degree converge on a single port. As illustrated in Figure 3, campus
(Stanford2025, n.d.). Colleges are increasingly customizing leaders perceive exciting new frontiers for their institutions
programs in business and other disciplines for large employers, in delivering fexible education for working adults, improving
like Grand Valley State University’s MBA for Spectrum Health student retention initiatives, ofering interdisciplinary and
(Sanchez, 2013) or the University of Victoria’s customized Telus collaborative programs, and more.
MBA (University of Victoria, 2015). Tey are also striking Whether your institution is becalmed by demographic
volume deals with major employers, like Starbuck’s “College doldrums, faces political headwinds, is bufeted by fscal gales,
Achievement Plan” with Arizona State University (Blumenstyk, or besieged by ruthless competitors, the solution is NOT to
2014), or Fiat-Chrysler’s “Strayer@Work” partnership with batten down the hatches, lower your sails, make incremental
Strayer University (Zillman, 2015). Cornell University ofers course corrections, and hope you can wait out the storm.
an intriguing Netfix-like subscription model for its online Decades-long trends in the demographic, political, economic,
eMBA programs: employers pay as little as $40 per month and social environment are NOT suddenly going to subside.
per seat, and employees can take as many online courses as Institutional leadership is not for the faint of heart. To survive
they wish (Straumsheim, 2013). Tere are many indications this tempestuous environment, you need to confront the waves
that curriculum modularization and online learning will feed of change head-on, keep your best talent at the wheel, balance
demand for ongoing, lifelong learning and “just-in-time” your cargo, and reft your sails. As you chart the course forward
education among working professionals. for your institution, fnd a bold vision and an innovative
5. Explore New Markets: Like the bold seafarers and approach that captures the attention of prospective students
adventurers of centuries past, when local markets run dry, and donors, and the imagination of your entire campus.
many colleges have been exploring
opportunities overseas. Again, the
demographic trends have been clear Figure 3. Conference delegates were asked
for years: between now and 2050 “What 3 new frontiers excite you most?”
the vast majority of middle-class
wealth will become concentrated Flexible Delivery for Working Adults 24%
in India and China (Kharas, 2010). Student Retention Initiatives 21%
Institutions that have boldly built
satellite campuses in China or the Interdisciplinary Programs 15%
Middle East have met with mixed Institutional Collaborations
results, ofen signing disadvantageous 13%
contracts with local governments that Supports / Programs for 11%
have lef them with multi-million- Under-represented Groups
dollar defcits rather than profts. Corporate Training 9%
Some have established impressive 4%
worldwide sales organizations, International Recruitment / Pathways
like Tompson Rivers University’s Recruiting Students from Farther Afeld 4%
TRUworld. Others have outsourced
global recruitment to multinational 0% 5% 10% 15% 20%
providers like Australia’s Navitas, Total Results 471
which has built a billion-dollar
28 LEADERSHIP Vol. 23.1 Spring/Summer 2017
Client: The Chair Academy Job: Leadership_Journal_23.1 Spring/Summer 2017 Final size: 8.5” x 11” Colors: CMYK Bleeds: Yes
Created by: Goldfsh Creative - Laura Dvir • 602.349.2220 • LAURA@GOLDFISHCREATIVE.NET
