challenges of business education during the covid-19
TRANSCRIPT
Challenges of Business Education During the COVID-19 Pandemic and Beyond
Dr. Luis María R. CalingoPresident, Holy Angel University
IACBE 2020 Asian Regional ConferenceNovember 5, 2020
1
How Will Business Schools Look Like?
Enabling Forces• Digital Transformation• Collaboration• Strategy-Supportive
Culture
3
Photo Credits: https://magazine.wharton.upenn.edu/digital/how-business-education-will-look-in-the-future/
Translating the Business Canvas to EducationMISSION – What is our reason for being?
[5]How do the above components translate
into revenue for our institution?
VISION – Where do we see ourselves by 2030?CORE VALUES – What non-negotiables do we stand for?
[9]How do the key partners, resources, and
activities translate into our institution’s cost structure?
[8]Who are the key partners that help us create the
services we provide to those we serve?
[6]What are the key activities
that create the services we
provide?
[4]What is the
nature of the relationship we have with those
we serve?
[2]How do we help serve those we
intend to serve to do what they
are trying to do?
[1]Who do we
serve and what are they trying
to do?[7]What are the key
resources we need to create the resources we
provide?
[3]How do we deliver
our services to those we are trying
to serve?
5
HAU’s Pre-Pandemic Business ModelTo provide accessible, high-quality education that transforms students into persons of conscience, competence, and compassion, all for the glory of God
Revenue Streams• Tuition and other school fees (92% of revenue)• Interest from investments (6%)• Auxiliaries and miscellaneous (1%)
To become a role-model catalyst for countryside development and one of the most influential, best-managed Catholic universities in the Asia Pacific region
Christ-Centeredness, Integrity, Excellence, Community, Societal Responsibility
Key Activities• Work System
Consists of 12 key processes
• QMS aligned with ISO 9001:2015 standard
Customer Relationships
• We are all about students.
• Student engagement in the learning process
Key Customers• Students and
Parents- K-12 (~45%)- College (~50%)- Graduate (~5%)
• Stakeholders- Employers and
Community Partners
- Government- Alumni
ChannelsTraditional, face-to-
face, on-campus instruction
Value Proposition
• Students and Parents- Employability- Quality vis-à-vis
global standards• Stakeholders- Workforce readiness- Contribution to
regional development (HAU is to Central Luzon as Stanford is to the Silicon Valley.)
Key Resources• Academically and
professionally qualified faculty
• 2019 PMAP Employer of the Year for Luzon
Key Partners• Key Suppliers- Feeder schools- Vendors- Outsource
agencies• Partners and Collaborators- Other schools- Accreditors and
regulators- Funders
Cost Structure• Instruction (60% of total expenses)• Academic support & student services (5%)• Compensation and benefits (46%)
MISSION
VISIONCORE VALUES
6
Leadership Process
1.0 Develop University Vision and Strategy
Key Suppliers• Feeder Schools• Suppliers of Materials and
Services• Outsource Providers
Key Partners and Collaborators• Employers• Other HEIs• Regulatory Agencies
(e.g., CHED, DEPED)• R&D Funding Agencies
(e.g., DOST)• Private Funding Agencies
(e.g., PEAC)• Accreditation Agencies
(e.g., PAASCU, PACUCOA)• Sectoral Organizations
(e.g., CEAP, PACU)
Stud
ent a
nd S
take
hold
er R
equi
rem
ents
Visio
n, M
issio
n, G
oals,
and
Obje
ctiv
es (V
MGO
)
Support Processes
Learning-Centered Processes2.0 Develop, Deliver, and Assess Curriculum,
Assessment, and Instruction3.0 Design and Deliver Student Support
Services
4.0 Design and Manage Operations
5.0 Manage Student and Stakeholder Relationship and Engagement
6.0 Develop and Manage Faculty and Staff
7.0 Manage Information Technology
8.0 Manage Financial Resources
9.0 Acquire, Construct, and Manage Facilities
10.0 Manage Enterprise Risk, Compliance, and Continuity of Operations
11.0 Manage External Relationships
12.0 Develop and Manage University Capabilities
Learning-Centered Clusters• Academic Affairs • Student Affairs • Christian Formation & Social Integration • University Registrar
Management and Support Clusters• Human Resource Management• Information Technology Services• Finance and Resource Management• Campus Services and Development• External Affairs
Educational Programs,
Offerings, and Services
Studentsand
Stakeholders
Students andStakeholderFeedback
LeadershipPerformance
ReviewsOther Process and Outcome Measures
OUR WORK SYSTEMWhat are the key activities that create the services we provide?
7
Strategy Development Principle
In order to plan in the most strategic way for the future of Holy Angel University:• We need to start with a vision of where education is going –
a vision of education within the context of the greater society. • Then we need to plan back from that vision … recognizing
that there is no “one size fits all” model.
8
Changing HAU’s Business ModelTo provide accessible, high-quality education that transforms students into persons of conscience, competence, and compassion, all for the glory of God
Projected Revenue Streams
To become a role-model catalyst for countryside development and one of the most influential, best-managed Catholic universities in the Asia Pacific region
Christ-Centeredness, Integrity, Excellence, Community, Societal Responsibility
Key Activities• Measure learning
rather than seat time.• Leverage technology.• Shift focus from the
teacher to student.• Align competencies
with assessments.
Customer Relationships
• We are all about students.
• Employer engagement in the learning process
Key Customers• Greater focus on
SHS, college, and graduate students
• New focus on working adults (continuing education, degree completers, career accelerators, and industry switchers)
• Employers as most important stakeholder group
Value Proposition
Competency-Based EducationFROM We guarantee that our students have taken the following courses.TO We guarantee that our students can do the following.Exemplar: Southern New Hampshire University (SNHU)
Key Resources:Student Support
TeamCoach, Mentor, and
Learning Partner
Key Partners• Key Suppliers- Feeder schools- Vendors- Outsource
agencies• Partners and Collaborators- Other schools- Accreditors and
regulators- Funders
Projected Cost Structure
MISSION
VISIONCORE VALUES
Channels• Hybrid Delivery (~70%
of degree programs)• Purely Online (~30%)
Exemplar: Western Governors University (WGU)
9
Additional Strategy Consideration #1The Nature of the Campus
10
Holy Angel UniversitySchool of Business and Accountancy
University of PittsburghJoseph M. Katz Graduate School of Business
Additional Strategy Consideration #2The New Competition
11
Quantic MBA• Mobile app-based• Accredited by DEAC• 11 months• 150-200 students• Zero tuition fees
https://quantic.edu/
Thank You Very Much!
Salamat po!
Dacal a salamat pu!
Agyamanacunay!
Daghangsalamat!
اركش Dios ti
agngina!
13