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Academic Strategic Directions1
Janet Hyde, President, Academic Strategic Directions
PRESENTATION OVERVIEW
Academic Strategic Directions2
• THE FOURTH INDUSTRIAL REVOLUTION AND THE COMPLEX NEW WORLD
• SKILLS SHIFT
• PREDICTING FUTURE SKILLS
• IMPACT ON ACADEMIA
• PREPARING POST-SECONDARIES FOR THE FUTURE
THE FOURTH INDUSTRIAL REVOLUTION
Academic Strategic Directions3
AND THE COMPLEX NEW WORLD
• THE FOURTH INDUSTRIAL REVOLUTION AND THE COMPLEX NEW WORLD
• SKILLS SHIFT
• PREDICTING FUTURE SKILLS
• IMPACT ON ACADEMIA
• PREPARING POST-SECONDARIES FOR THE FUTURE
A fusion of technologies that is blurring the lines between physical,
digital and biological spheres
Used electric power to create mass production
World Economic Forum: Four Industrial Revolutions
Used electronic and information technology to automate production
Source: The Fourth Industrial Revolution: What it means, how to respond, Klaus Schwab, January 2016
Academic Strategic Directions4
First Industrial
Revolution
Fourth Industrial
Revolution
Third Industrial
Revolution
Second Industrial
Revolution
Industry 4.0
Industry 3.0
Industry 2.0
Industry 1.0
1780
1870
1970
NOW
Used water and steam power to mechanize production
The Complex New World
Source: Skills of the Future: How to thrive in the complex new world, E. Loshkareva, P. Luksha, I. Ninenko, I. Smagin, D. Sudakov, 2017
Academic Strategic Directions 5
Meta-Trend: Accelerating rate of change
• Globalization (economic, technological and cultural)• Environmentalization: attention to collective well-being
Techno-social
Technological
• Digitalization of all areas of life
• Automation and Robotization
• Demographic Changes• Formation of a Network Society
Social
Trends Impacting Post-Secondary Education
Academic Strategic Directions 6
Operating Environment
Source: Conference Board of Canada 2018
Resources
Goals
Processes
Metrics
SKILLS SHIFT
Academic Strategic Directions7
• THE FOURTH INDUSTRIAL REVOLUTION AND THE COMPLEX NEW WORLD
• SKILLS SHIFT
• PREDICTING FUTURE SKILLS
• IMPACT ON ACADEMIA
• PREPARING POST-SECONDARIES FOR THE FUTURE
US Bureau of Labour Statistics Projections Top Growth and Top Decline Jobs to 2026
Source: US Bureau of Labour Statistics, April 2018
Top Growth Most Decline
1 Solar Photovoltaic Installers Locomotive Firers
2Wind Turbine Service Technicians
Respiratory Therapy Technicians
3Home Health Aides Parking Enforcement
Workers
4Personal Care Aides Word Processors and
Typists
5 Physician Assistants Watch Repairers
Academic Strategic Directions 8
Academic Strategic Directions9
Skills ShiftTotals for the United States and
14 Western European Countries
Source: McKinsey and Company, Skills Shift, May 2018
Billions of
Hours spent in
2030
Physical and
Manual
BasicCognitive
Higher Cognitive
Social and Emotional
Techno-logical
-14 -15 +8 +24 +55
can be universally applied
throughout the life time in
different living contexts of the
individual.
Source: Skills of the Future: How to thrive in the complex new world, E. Loshkareva, P. Luksha, I. Ninenko, I. Smagin, D. Sudakov, 2017
Skills Shift
Academic Strategic Directions10
Context Specific Skills
are developed and applied
in a specific context
Cross-Context Skills
can be applied in a larger
domain of social or personal
activities
Existential Skills
Modern Theory of Management
• “Hard” eg
• “Soft” eg
o assembly, machineso specific work
o time managemento Effective
communication
The New Model
Basic Skills the “core” competencies
Academic Strategic Directions11
The “Four Cs of 21st
century learning”
have also been
gaining popularity:
Knowledge Shift
Adapted from: “The Future of Me”, KPMG India, 2018
• critical thinking,
• communication,
• collaboration,
and
• creativity
Academic Strategic Directions12
What Got Us Here,
Won’t Get Us There
Source: Adapted from Marshall Goldsmith, 2007
PREDICTING FUTURE SKILLS
Academic Strategic Directions13
• THE FOURTH INDUSTRIAL REVOLUTION AND THE COMPLEX NEW WORLD
• SKILLS SHIFT
• PREDICTING FUTURE SKILLS
• IMPACT ON ACADEMIA
• PREPARING POST-SECONDARIES FOR THE FUTURE
Adapted from: The New Work Mindset, Foundation for Young Australians, 2017
Academic Strategic Directions
14
Communication
Planning
Detail-oriented
Train, Teach
Time Management
Problem Solving
Customer Service
Teamwork
Building Relationships
Research
Digital Literacy
Quality Assurance
Written Communication
Creativity
Project Management
The Technologists
The Informers
The Designers
The Coordinators
The Carers
The Artisans
The Generators
Skill RelationshipsSkillsJob Clusters
ocean-based industries:fisheries, oil and gas and clean
energy
Canada’s Economic Growth Superclusters And Focus For Future Skills Identification
Source: Canada Innovation and Skills Plan, 2017
Academic Strategic Directions 15
Digital Technology
big data and digital technologies: unlock new potential in
important sectors
health care, forestry, and manufacturing
Protein Industries
Canada a leading source plant proteins
Advanced Manufacturing
connect technology strengths
manufacturing industry +
prepare for the economy of tomorrow
Scale AI building intelligent supply chains artificial intelligence and
robotics
Ocean innovation to improve competitiveness
FOCUSINTENTIONSUPERCLUSTER
IMPACT ON ACADEMIA
Academic Strategic Directions16
• THE FOURTH INDUSTRIAL REVOLUTION AND THE COMPLEX NEW WORLD
• SKILLS SHIFT
• PREDICTING FUTURE SKILLS
• IMPACT ON ACADEMIA
• PREPARING POST-SECONDARIES FOR THE FUTURE
“The pedagogic pendulum
will swing back towards the
lecture as the importance
of an analytical mind
becomes appreciated once
more.”
“In 15 years we will have no
one to teach ….. the
professional jobs for which
we prepare students will be
done by intelligent
machines.”
“Technology has
found a place in
universities, but
nothing significant
has changed”
Source: Future Perfect: what will universities look like in 2030, Times Higher Education Contributors, December 2015
Some Opinions About The Future Of The Academy
Academic Strategic Directions 17
“Devices will replace academic faculty by
2030. The concept of individual campuses
will slowly disappear. The two semester
pattern will be replaced by year-round
learning”
“Exams that
emphasise mastery of
taught knowledge will
no longer be the
primary tool for
judging student
performance”
Academic Strategic Directions18
Components of Scenarios
Provides decision-makers with o a range of strategies to consider
ando ability to stress-test the
resilience of the organization and its relationships, regardless of the future.
Based on traditional literature and information sources as well as trends from digital and social media sources.
To stimulate discussion and strategic thinking, not provide solutions.
Value of scenario
thinking and development
Data
Purpose
Academic Strategic Directions 19
Scenario Development
Scenario development is
about “alternative futures”
Scenario development is fundamentally a “high-low”
matrix of critical uncertainties, creating four “worlds”, each equally plausible
HI LO
HI
LO
• the “three scenario” approach: “pick the middle”tendency
• the “two scenario” approach: “one or the other” thinking
• the “one scenario” approach: essentially“bet the business”
VS
Academic Strategic Directions20
Scenario Development Example
Source: “Four Scenarios for Asian Student Recruitment”, ICEF Monitor, 2014
A Plausible Scenario: An Education Ecosystem
Source: Skills of the Future: How to thrive in the complex new world, E. Loshkareva, P. Luksha, I. Ninenko, I. Smagin, D. Sudakov, 2017
Academic Strategic Directions21
• Educational hubs as the centre of the ecosystem
• Open to a wider range of students of any age and at multiple
career stages
• Educational experiences of different durations, from minutes
to years
• Wide range of educational styles
• Many independent suppliers providing educational experiences
A Plausible Scenario: Demand Driven Education
Source: Demand Driven Education, Joe Deegan (JFF) and Nathan Martin (Pearson), June 12, 2018
Alignment between desired
qualifications and available training
Academic Strategic Directions 22
Outcome
Work ready graduates with
access to rewarding careers over the course of their
lifetimes
Learner and employerIntegration
Programming
New intersections and new pathways
Focused on the convergence of education and
work
Adaptation to the needs of the
learner and the employer
Develop and measure the specific skills that will be most in demand, especially interpersonal and complex thinking
Source: Demand Driven Education, Joe Deegan (JFF) and Nathan Martin (Pearson), June 12, 2018
Steps Toward Demand Driven Education
Academic Strategic Directions 23
Support changes that make the entire education landscape function better, enabling traditional and alternative providers to participating in education alongside industry
5SUPPORT CHANGES
4CREATE
PATHWAYS
Create flexible and adaptive pathways to allow learners to convert learning to earning
3RESPOND TO
NEEDS Respond to the needs of labor markets and ensure continuous alignment
2UTILIZE
PEDAGOGY
Utilize dynamic and work-based pedagogy to grow learners competencies while also preparing educators to embrace new forms of teaching and learning
1 DEVELOP SKILLS
PREPARING POST-SECONDARIES
Academic Strategic Directions24
FOR THE FUTURE
• THE FOURTH INDUSTRIAL REVOLUTION AND THE COMPLEX NEW WORLD
• SKILLS SHIFT
• PREDICTING FUTURE SKILLS
• IMPACT ON ACADEMIA
• PREPARING POST-SECONDARIES FOR THE FUTURE
Our Conclusions
Academic Strategic Directions
25
Campuses will
continue as
hubs for
meeting and
administration
open market
transferable
credit
Much closer
links with
industry
including more
involvement of
industry in the
education
process
Enhanced
collaboration
between PSEs …
POSSIBLESAME VERY LIKELYLIKELY
Regarding The Future For Post-secondary Organizations
…potentially contributing toward one individual degree or diploma that can be built through badges and/or other component based programming
Very much faster
program development
Specialization
A wide array of online
programming
The term “content-
laden model” will give
way to more flexible
and applied “learning
models”
The Requirement for Change
Academic Strategic Directions 26
John Kenneth Galbraith
“Faced with the choice between changing one’s mind and proving that there is no need to do so, almost everybody gets busy on the proof.”
Nimble Organizations
Source: Daryl Connor, various
Academic Strategic Directions
27
Executing change quickly to
address challenges and
continue moving forward
Developing specific
goals to become more
nimble
Focusing on emerging
opportunities
Developing ability to
address uncertainty
Developing strong
collaborations and teamwork
across the organization
NIMBLE = a sustained ability to quickly and effectively respond to change
STEPS
TO
BECOMING
MORE
NIMBLE
Engages every level
and creates
opportunities for
front line to endorse
change
Successful Change
Academic Strategic Directions 28
Adapted from: McKinsey and Company
Map the
organizational
network and
address change
blockers
Requires defining
the end state in
detail and providing
an early road map
Engagement DefinitionMapping
Communication, especially senior management communication
about progress, is the highest contributor to success.
Communications
Involves the whole
organization in more
rather than fewer
actions
Adapted from: McKinsey and Company
Academic Strategic Directions 29
Collaboration: What Is It?
Skills that enhance collaboration include:
communication and teamwork,
stakeholder engagement and relationship management, and
social and cultural awareness.
The developing process of creating a shared visionCollaboration
Co-operation Reciprocity in the absence of rules
Co-ordination Synchronization of activity
Academic Strategic Directions30
Collaboration: Beyond Co-operation
Source: “Collaborating for Our Future: Multistakeholder Partnerships for Solving Complex Problems”, Gray and Purdy, 2018
• each stakeholder brings a unique perspective of the problemkaleidoscoping: same set of glass pieces (facts),
but multiple interpretations
• building a common understanding from individual points of view
• creating the basis for choosing a collective course of action.
The constructive management of differences:
• collaboration is a process; co-operation is relationship based
Academic Strategic Directions 31
Collaboration: Benefits
Comprehensive analysis increases quality of solution
Stakeholder interests are considered as part of outcome
Participation enhances solution acceptance and implementation
Co-ordination of future actions can be established, especially through multistakeholder partnerships.
Source: “Collaborating for Our Future: Multistakeholder Partnerships for Solving Complex Problems”, Gray and Purdy, 2018
Academic Strategic Directions 32
The Complexity of the Future Requires Collaboration
Academic Strategic Directions 33
Define, Map and
Establish Future Vision
• Future Focused• Nimble• Collaborative
An Action Focus
Current State
• Unbundle
• Badge
• Partner
Desired StateChange Activities
• Industry• Academic• Alternative Service Providers
Partnerships
Credentials• Interdisciplinary
• Online
• Faster time to market
Programs
• Streamline
• Reduce
steps
Processes• Less siloed
• Enabling interdisciplinary
• Enabling multi-level partnerships
Structure
Academic Strategic Directions 34
Janet Hyde MBAPresidentAcademic Strategic Directions+1 403 278 1739janet@academicstrategicdirections.com
QUESTIONS AND WRAP UP
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