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Leading the Agile University: Moving into Thinking the
Unthinkable
Professor Stephanie Marshall
Director of Programmes, LFHE
Overview
1 Leading the Agile University: current challenges
2 Leading the Agile University: possible new styles of leadership
3 Leading the Agile University: thinking the unthinkable
1 Current Challenges
• Pricing and positioning
• Distinctiveness and marketing
• Student experience
• Corporate systems
• Collaborations, alliances and mergers
Pricing and positioning
£9k… Oxbridge, Russell Group, ‘94 group…
£8.5k…Leeds Metropolitan …
£8k…
£7.5k… Bishop Grosseteste, Coventry (though some courses £9k)
Distinctiveness
“go further without going far”
“elite but not elitist”
“a great place to be”
“The Enterprise university”
Increasingly, the future will require:
• Cross-functional team working• Cross-disciplinary team working• Professional services staff as partners in
these cross teams• Much more ‘fleet-of-foot’ in decision
making processes.
So, what does ‘agility and flexibility’ in leadership look like, feel like, smell like?
Jazz is a process and it is the process that has parallels with leadership. The creative process that takes place in the making of jazz requires an awareness of internal and exogenous variables. Jazz musicians have an understanding and appreciation of the material, and trust that their fellow musicians do too. On the stage, the musicians engage in intense dialogue and take many risks, yet they always know that such risks are supported by the rest of the group…
Noel Dennis, JCAB, Teesside University
Compare/contrast exercise
In groups, consider what’s going on here in terms of leadership alongside:
VisionStrategy
EngagementBranding
USPOrganisational structure
Etc…