education innovation insights: industry-insider perspectives

Takeaways from Huron Education’s Podcast Series

EDUCATION INNOVATIONInsights

Global Education with Philip Altbach Immense growth ahead in global college attendance

Global Rankings with Phil Baty Global university rankings and the implications for higher education

HBCU Adaptation with Dr. Roy Beasley HBCUs and the opportunities and threats emerging from disruptive innovation

Globalization Opportunities with Dr. Dina Dommett Globalization with innovative academic programs and outreach

Cultural Literacy with Shamil Idriss Adopting a virtual foreign exchange program to enhance global engagement

Online Strategy with Carol Lancaster Creating an online strategy at Georgetown University

Assessing Opportunity with Dr. Jason E. Lane Successful branch campuses and the online education revolution

Technological Efficiency with Dr. William Massy Increasing academic quality and productivity

Minerva Project with Ben Nelson A radically new online-only elite university

Defining Strategy with Dr. Patti Peterson Values-based global engagement

Emphasizing Strengths with Dr. Jamil Salmi Demonstrating calculated and entrepreneurial decision-making

New Perspective with Dr. Donna Scarboro Globalization will eventually change every university function

Charting Trends with Ben Wildavsky Globalization and technology increase opportunities and challenge business models

Looking Back at 2012

Looking Ahead

EDUCATION INNOVATION INSIGHTS A Huron Education Series

Contents InsightsBios

Contents EDUCATION INNOVATION INSIGHTS A Huron Education Series


Contents Bios Insights

Immense growth ahead in global college attendancewith Philip Altbach

Global Education EDUCATION INNOVATION INSIGHTS A Huron Education Series

Twenty-three percent of the Chinese population is college educated, and the national goal is 40 percent in the next 20 years. Quality of higher education in India is low because of lack of oversight and spending. Globally, doctoral education is still under capacity, and salaries in developing countries are too low to build a field of doctorates.

THE TAkEAwAyS

1 In the next 20 years, India and China will show the most growth in education.

2 Lack of governance is hampering India’s effort to improve quality in higher education.

3 Salaries in developing economies are too low to entice doctorates to return to their home countries.

Philip Altbach is director for International Higher Education at Boston College and chairperson of the International Advisory Council of the Graduate School of Education at the Shanghai Jiao Tong University.

FULLBIO



Global university rankings and the implications for higher education

with Phil Baty

Global Rankings EDUCATION INNOVATION INSIGHTS A Huron Education Series

Rising scores in Asia indicate wider availability of quality higher education, while declining funding in American and UK universities could affect their competitive edge. With national policies for increased funding and faculty recruitment, China, Singapore, and Hong Kong made notable gains, though barriers to free inquiry could limit innovation. Rankings are controversial but useful for generating peer sets and benchmarking.

THE TAkEAwAyS

1 Declining resources are hurting American and British universities in the rankings, while Asian universities are ascendant.

2 Asian universities are rising, but there may be a ceiling.

3 Rankings are imperfect but important for comparing progress and setting benchmarks.

Phil Baty is editor of the Times Higher Education (THE) World University Rankings and editor at large of Times Higher Education.

FULLBIO



HBCUs and the opportunities and threats emerging from disruptive innovation

with Dr. Roy Beasley

HBCU Adaptation EDUCATION INNOVATION INSIGHTS A Huron Education Series

MOOCs, flipped classrooms, and other technologies present opportunities that HBCUs must embrace; failure to do so could be catastrophic. Howard University hopes to turn participation in MOOCs into a revenue stream and to develop programs catering to non-traditional students. HBCUs should take the lead in determining how best to reach underserved and non-traditional students with online opportunities.

THE TAkEAwAyS

1 Disruptive innovation threatens HBCUs, like all universities, but is also an opportunity to fundamentally improve learning.

2 New learning technologies present opportunities for HBCUs to have greater outreach than ever before.

3 Elite HBCUs can use online education to reach out to non-traditional students.

Dr. Roy Beasley is director of Howard Online, an initiative to develop high-quality programs for non-traditional students. He is also the principal investigator for the Howard Digital Learning Lab.

FULLBIO



Globalization with innovative academic programs and outreach

with Dr. Dina Dommett

Globalization Opportunities EDUCATION INNOVATION INSIGHTS A Huron Education Series

Like many universities, the London School of Economics (LSE) is looking for new ways to prepare students as global citizens. By leveraging the insights of globally oriented faculty, recruiting globally curious students, and creating a small number of strategic partnerships with universities, LSE is able to offer a uniquely global experience. This approach stretches LSE’s resources and influence.

THE TAkEAwAyS

1 The recent wave of globalization has created new possibilities for global education.

2 In developing new programs and differentiating themselves, universities should start with “what they are good at.”

3 A truly global institution engages with partners for a meaningful exchange of resources.

Dr. Dina Dommett is executive director, leadership programmes (EMBA & Sloan) at the London Business School. She is formerly the associate dean for programmes in the department of management at the London School of Economics and Political Science.

FULLBIO



Adopting a virtual foreign exchange program to enhance global engagement

with Shamil Idriss

Cultural Literacy EDUCATION INNOVATION INSIGHTS A Huron Education Series

Technology-enabled exchange programs not only enhance the classroom experience and learning outcomes, but also improve the number and diversity of international exchange participants. As experimentation moves from the classroom to become an integrated component of institutional strategies for global engagement, we will see the wide-reaching benefits of scale. For university communities, there is an opportunity to engage in meaningful exchange in a cost-effective, scalable manner.

THE TAkEAwAyS

1 When integrated purposefully into curriculum, virtual exchange results in impactful learning.

2 Virtual exchange offers a genuine global experience that employers value.

3 The scalability of virtual exchange gives it the potential to be a powerful agent of change.

Shamil Idriss is CEO of Soliya, a cross-cultural virtual exchange program. He was previously executive director of the Alliance of Civilizations Media Fund, which merged with Soliya in 2009.

FULLBIO



Creating an online strategy at Georgetown University with Carol Lancaster

Online Strategy EDUCATION INNOVATION INSIGHTS A Huron Education Series

While MOOCs have captured academia’s imagination, Georgetown is exploring learning analytics, new global partnerships, and new delivery methods to enhance the classroom experience, global engagement, and brand awareness. All new courses and programs, regardless of format, are created with clear learning outcomes and assessment strategies in mind. Universities have many options to consider among rapidly evolving technologies, but in a fast-paced market, universities must move quickly to experimentation.

THE TAkEAwAyS

1 Technologically enhanced learning provides pedagogical opportunities for education and global engagement.

2 The role of technology for certain types of learning and assessment is still emerging.

3 This is the beginning of a period of experimentation and opportunity.

Carol Lancaster is the dean of the School of Foreign Service at Georgetown University and vice chair of the Joint Advisory Board of the Georgetown School of Foreign Service campus in Qatar.

FULLBIO



Successful branch campuses and the online education revolution

with Dr. Jason E. Lane

Assessing Opportunity EDUCATION INNOVATION INSIGHTS A Huron Education Series

When Western institutions consider opening branches abroad, they need to recognize when program principles may conflict with a host country’s values and what mechanisms exist to address misalignment. Successful branch campus models maintain movement, cooperation, and educational opportunities across locations rather than use a hub-and-spoke approach. As online pedagogy evolves to offer degree programs, higher education and how it operates may be revolutionized.

THE TAkEAwAyS

1 Branch campus decisions require leading with values and a real discussion about purpose.

2 A networked model creates value and increases educational opportunities.

3 Online education is starting to change how people think about higher education, but the greatest changes are yet to come.

Dr. Jason E. Lane is director of educational studies and senior fellow at the Nelson A. Rockefeller Institute of Government, the public policy think tank of the State University of New York (SUNY).

FULLBIO



Increasing academic quality and productivitywith Dr. william Massy

Technological Efficiency EDUCATION INNOVATION INSIGHTS A Huron Education Series

THE TAkEAwAyS

1 Although the marketplace is noisy, online technology continues to get better and more affordable.

2 Traditional universities can learn from for-profit higher education, especially regarding cost effectiveness and effective utilization of faculty.

3 Advancements in quality management and productivity evaluation will shatter the “sage on the stage” stereotype.

Dr. william Massy is owner and founder of the Jackson Hole Higher Education Group, Inc. and an emeritus professor of higher education at Stanford University.

Used well, technology improves learning and makes courses more efficient. Integrating technology strategically allows faculty to perform at their highest and best use. Course designers benefit from conducting audits of quality measurements, such as curriculum objectives, and mapping content. By tying those measurements to teaching methods and student performance assessments, institutions can improve performance and quality.

FULLBIO



A radically new online-only elite universitywith Ben Nelson

Minerva Project EDUCATION INNOVATION INSIGHTS A Huron Education Series

Minerva aims to rival any of the best universities in the world in terms of the quality of education, but will provide a radically different experience than that of a traditional elite institution. In the Minerva model, students around the world build broad analytic, communication, and creative skills. Subject knowledge will be acquired prior to matriculating through Massive Open Online Courses (MOOCs), which makes “knowledge only” courses more cost-effective than traditional classes, with equal or superior outcomes.

THE TAkEAwAyS

1 Minerva seeks to be the first elite American university to be formed in more than a century.

2 Innovations in educational technology are changing what should be taught on campus.

3 Capital markets are driving innovation in higher education.

Ben Nelson is chairman and CEO at The Minerva Project and the former CEO of Snapfish. He was previously president and CEO of Community Ventures and has helped launch several national ventures with large and emerging companies.

FULLBIO



Values-based global engagementwith Dr. Patti Peterson

Defining Strategy EDUCATION INNOVATION INSIGHTS A Huron Education Series

Before starting a global education effort, universities should understand their mission and institutional identity, then determine how they can engage with others internationally. Some universities integrate global engagement with strategic planning, while others continue to act opportunistically. The complexity of global engagement makes it important to define success and put effective measurement tools in place early.

THE TAkEAwAyS

1 When developing a global education strategy, start with core values and principles.

2 Engage university stakeholders through focus and dedicated leadership.

3 Execute global plans at a thoughtful, deliberate pace.

Dr. Patti Peterson is presidential advisor for global initiatives at the American Council on Education. She is the former executive director of the Council for International Exchange of Scholars and former president of Wells College and St. Lawrence University.

FULLBIO



Demonstrating calculated and entrepreneurial decision-making

with Dr. Jamil Salmi

Emphasizing Strengths EDUCATION INNOVATION INSIGHTS A Huron Education Series

Leadership must drive the university by promoting a culture of excellence. Savvy universities are creating a virtuous circle by identifying and leveraging their unique strengths and capabilities, making calculated but entrepreneurial decisions, and aligning success factors. Educational ecosystems are increasingly transnational; universities must establish strong foundations and align objectives with national goals but think globally as well.

THE TAkEAwAyS

1 Concentration of talent, abundant resources, and appropriate governance distinguish world-class universities.

2 Success in global education requires taking calculated risks and understanding institutional strengths.

3 Universities do not operate in a vacuum, and the educational ecosystem is only widening.

Dr. Jamil Salmi is a Moroccan education economist and author. He recently retired as director of the World Bank tertiary education program.

FULLBIO



Globalization will eventually change every university function

with Dr. Donna Scarboro

New Perspective EDUCATION INNOVATION INSIGHTS A Huron Education Series

Today, the challenge for universities is to find organizational models that maximize the benefits of globalization without disturbing the preferred balance of centralized operations and autonomy. Universities must think about resource allocation and articulate their strategic focus to help drive decision-making. Most successful institutions create new management structures that integrate individuals across units in multiple aspects of global engagement.

THE TAkEAwAyS

1 Globalization is unavoidable and puts different pressures on existing organizational structures.

2 Global engagement requires strategic prioritization and the evaluation of opportunity costs.

3 Effective leadership and management of global programs requires new capabilities and roles.

Dr. Donna Scarboro is associate provost for international programs at George Washington University, chairs GW’s International Strategic Planning Council, and is president of the Association of International Education Administrators.

FULLBIO



Globalization and technology increase opportunities and challenge business models

with Ben wildavsky

Charting Trends EDUCATION INNOVATION INSIGHTS A Huron Education Series

Greater student mobility and new international university branches have increased educational options. Disruptive education ventures and innovative universities will continue to push the field for new ways to cater to both traditional and non-traditional students. Some research universities are looking to focus just on where they perform best, while teaching universities may start to “unbundle” functions such as credentialing and testing to cut costs.

THE TAkEAwAyS

1 Globalization creates a greater number and variety of learning opportunities for students.

2 Technology is radically altering students’ interactions with universities and one another.

3 Globalization is changing research universities in interesting ways.

Ben wildavsky is a journalist, senior scholar in research and policy at the Kauffman Foundation, and guest scholar at the Brookings Institution.

FULLBIO



Looking back at 2012

Online platforms such as Massive Open Online Courses made a big impact on leaders in higher education in 2012. Institutions began to invest more heavily and explore strategic partnerships to foster online global learning.

n MOOCs and other online class platforms captured the imagination of higher ed leaders. More than two dozen universities signed on and others urgently began discussions of their strategies.

n The growth of the population of traditional-age college students continued to slow.

n Revenue sources of traditional universities grew slowly, if at all: tuition, state appropriations, gifts, endowment gains, federal grants.

n Institutions began to ask questions about how to deal with disruption.

n Institutions began to make significant investments in learning and teaching.

n Institutions are investing in a small number of strategic partnerships and alliances with clear measures of success.



In the coming year, interest in online global engagement will continue to grow as universities ramp up efforts to explore new market opportunities.

Looking Ahead

n Expect institutional leadership to focus on strategic positioning to navigate the shifting dynamics of globalization, competition, and technology.

n Look for institutions to create new stakeholder processes to socialize issues.

n Universities will identify new programs to create alternative sources of revenue while protecting their brands.

n Look for some institutions to position themselves as leading content providers.

n In order to establish strategic vision and priorities for technology-enhanced learning, institutions will have to address the related challenges of faculty incentives and support.

n Universities will find new and interesting ways to capture share in the life-long learning market.

n Lines of demarcation between traditional and non-traditional students, and residential and online students, will continue to blur.

n Universities will create new organizational and governance models to introduce and enable technology-enhanced experiences.

Bios EDUCATION INNOVATION INSIGHTS A Huron Education Series


Philip Altbach In addition to his role as director of the Center for International Higher Education at Boston College, Philip Altbach is the author of several books on international higher education, most recently World Class Worldwide: Transforming Research Universities in Asia and Latin America. He is chairperson of the International Advisory Council of the Graduate School of Education at the Shanghai Jiao Tong University, and is a guest professor at the Institute of Higher Education at Peking University.

Phil Baty is the editor of Times Higher Education Rankings and editor at large of Times Higher Education. Mr. Baty has been with the magazine since 1996, as reporter, chief reporter, news editor, and deputy editor. He was named among the top 15 “most influential in education” in 2012 by The Australian newspaper. Mr. Baty is a regular speaker at international conferences and writes regularly on global higher education for leading newspapers.

Dr. Roy Beasley is director of Howard Online, an initiative to develop a broad array of high-quality online and blended degree and certificate programs for non-traditional students. He is also the principal investigator for the Howard Digital Learning Lab and has written extensively on the role of HBCUs and their need to develop more online offerings.

Dr. Dina Dommett has moved across international borders throughout her career and between business and academe. She is executive director, leadership programmes (EMBA & Sloan) at the London Business School. She is formerly the associate dean for programmes in the department of management at the London School of Economics and Political Science.

Shamil Idriss is the CEO of Soliya, a cross-cultural virtual exchange program. Mr. Idriss served as executive director of the Alliance of Civilizations Media Fund, which merged with Soliya in 2009. In 2005 he was appointed by UN Secretary-General Kofi Annan as deputy director of the Alliance of Civilizations. He also served on the steering committee of the World Economic Forum’s Council of 100 Leaders and as COO of Search for Common Ground, a global conflict resolution organization.

Carol Lancaster is the dean of the School of Foreign Service at Georgetown University. She is a professor, scholar, and practitioner of international politics, having served in government for thirteen years including as Deputy Assistant Secretary of State for Africa and Deputy Administrator USAID. Dean Lancaster is vice chair of the Joint Advisory Board of the Georgetown School of Foreign Service campus in Qatar.

Dr. Jason E. Lane is director of educational studies and senior fellow at the Nelson A. Rockefeller Institute of Government, the public policy think tank of the State University of New York (SUNY). He is also an assistant professor of educational administration and policy studies and a senior researcher with the Institute for Global Education Policy Studies at the University at Albany, SUNY, where he co-directs the Cross-Border Education Research Team (C-BERT).

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Bios EDUCATION INNOVATION INSIGHTS A Huron Education Series


Dr. William Massy is owner and founder of the Jackson Hole Higher Education Group, Inc. He is an emeritus professor of higher education at Stanford University, where he founded the Stanford Institute for Higher Education Research. From 1996 to 2002 Dr. Massy directed the National Center for Postsecondary Improvement’s project on educational quality and productivity. He is the author or co-author of several books, including Honoring the Trust: Quality and Cost Containment in Higher Education (2003), and Remaking the American University: Market-Smart and Mission-Centered (2005).

Ben Nelson is chairman and CEO at The Minerva Project and the former CEO of Snapfish. He spent more than 10 years there, seeing the company through from an idea to the world’s largest personal publishing service. Prior to Snapfish, Mr. Nelson was president and CEO of Community Ventures and, as a consultant, helped launch several ventures within both large and emerging companies – including the launches of Disney Regional Entertainment for The Walt Disney Company in Asia, mergers & acquisition advisory work in the telecommunications market, and the growth plan for CDNow in the first months after its founding.

Dr. Patti Peterson is presidential advisor for Global Initiatives at the American Council on Education. Recently she served as senior associate at the Institute for Higher Education Policy. She was executive director of the Council for International Exchange of Scholars and vice president of the Institute of International Education from 1997-2007. She held presidencies at Wells College and St. Lawrence University from 1980-1996. Her board memberships include the

Council for International Education Exchange and the National Research University, Higher School of Economics, Russia.

Dr. Jamil Salmi is a Moroccan education economist and author. He recently retired as director of the World Bank tertiary education program. Dr. Salmi has provided policy advice on tertiary education reform to the governments of more than 60 countries around the world. He recently wrote The Challenge of Establishing World-Class Universities (published by the World Bank). Dr. Salmi is a member of the Governing Board of the International Institute for Educational Planning and the International Advisory Network of the UK Leadership Foundation for Higher Education.

Dr. Donna Scarboro is associate provost for international programs at George Washington University. She has served in various administrative roles since 1996. She chairs GW’s International Strategic Planning Council with the charge of strategic enhancement of GW’s operations and academic offerings and is president of the Association of International Education Administrators.

Ben Wildavsky is a senior scholar in Research and Policy at the Kauffman Foundation and a guest scholar at the Brookings Institution. He is the author most recently of The Great Brain Race: How Global Universities Are Reshaping the World. He also co-edited Reinventing Higher Education: The Promise of Innovation. Mr. Wildavsky spent 18 years specializing in education and public policy at U.S. News & World Report, National Journal, and other publications.

Huron Education EDUCATION INNOVATION INSIGHTS A Huron Education Series


A framework for asking the right questions

Huron Education understands the opportunities, challenges, and risks facing higher education today. We understand the need for new revenue streams and non-negotiable commitment to quality and brand consonance. We believe the current openness to innovation – as evidenced by changes already taking place – is the beginning of an accelerating trend toward transformative change. There is no one size fits all prescription. Institutional stakeholders need a framework to consider many questions, beginning with questions with strategic, implementation, and operational implications.

Huron’s expertise is built upon our comprehensive understanding of higher education institutions. We have hundreds of professionals who have experience across all aspects of higher education. Our higher education practice has served senior executives and board members at more than 95 of the nation’s top 100 research universities and 52 of the top 100 global universities, assisting them with their most important issues.

INSTITUTIONAL STRATEGyn What is our vision for online

education and use of web- enhanced technologies?

n How can learning technology enhance our brand?

IMPLEMENTATION DESIGNn What initiatives will help us

achieve our goals?n Do we have the appropriate

resources and capabilities in place?

OPERATIONAL SUPPORTn Do our policies support

educational innovation?n Do we have the right data

to evaluate initiatives?

Before setting a course for the future, institutions need to consider questions within a framework to establish and ultimately achieve mission-consistent goals that use innovative strategies – Massive Open Online Courses (MOOCs), learning analytics, new partnerships, and business models – as a means, not an end.

Huron Education EDUCATION INNOVATION INSIGHTS A Huron Education Series


Education Innovation Insights

To get more insights on how institutions are addressing disruptive innovation and exploring new market opportunities, please contact our experts:

Edwin Eisendrath [email protected] 312-880-0414Edwin Eisendrath leads Huron’s Global Education & Advisory Services solution. He has led strategy engagements for universities and foundations in the U.S., Middle East, UK, and Australia. Edwin has more than 30 years of professional experience in public service and education. In the government and the private sector, he has worked at the crossroads of innovation and implementation.

James DeVaney [email protected] 202-585-6817James DeVaney is a Director within Huron’s Global Education & Advisory Services solution where he has developed strategies and enhanced performance for more than 40 universities in the U.S. and more than 15 countries across the Middle East, North Africa, and Australia. James focuses in the areas of education innovation and global engagement and has led strategy and operational improvement engagements for established research universities, start-up institutions, and international branch campuses.

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