transforming universities with strategic intelligence · 2017. 7. 19. · with strategic...
TRANSCRIPT
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TRANSFORMING UNIVERSITIES
WITH STRATEGIC INTELLIGENCE
DR SAM NIELSEN, DIRECTOR, STRATEGIC INTELLIGENCE, QUT
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STRATEGIC INTELLIGENCE – SIX IDEAS
Transformation
Intelligence multiplied
Horizons
Prescience
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Intelligence multiplied
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SOME CHALLENGES TO TRANSFORMING
HIGHER EDUCATION WITH DATA
Large scale
Strategic data was
formal data
Easy to drown in
data
Data science not typical in history
Knowledge ubiquitous
and unbounded
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STRATEGIC INTELLIGENCE
STRATEGY
A high level plan to achieve
goals under conditions of uncertainty
INTELLIGENCE
To comprehend or perceive
Constructed
Collective
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INTELLIGENCE TESTING
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CONNECTED COGNITION
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CHANGED ROLE FOR UNIVERSITIES
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X
BUILDING BLOCKS TO MULTIPLY INTELLIGENCE
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X
STRATEGIC INTELLIGENCE Χ
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STRATEGIC INTELLIGENCE APPROACH
Evidence-driven,
strategic, shared
discussions
Data
Data
Data
Opportunity
Leadership driven
Small & smart team
Strategic opportunity
Prioritise
Innovation and creativity
Retain capacity for new work
Partner and motivate
Porous walls for knowledge
Vision future & path forward
Construct evidence
Bricolage & many facets
Methodically synthesise
Remove excess noise
Integrate into guidance
ROI Transform
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AMBIDEXTROUS STRATEGY
Institutional
intelligence
seeks solutions
and innovation
Performance-
driven focus
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SOME IMPORTANT CAPABILITIES AND ATTRIBUTES
SensemakingDisciplinary
agilitySocial
intelligence
New literacies Ethical compass Value diversity
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STRATEGIC GUIDANCES
Sources include:
• Corporate reviews
• Institutional research
• Research
• Surveys
• Key external reports
• Systems
• Benchmarking
• Analytics
• Analyses
• AI and machine learning
INSIGHTS STRATEGIC GUIDANCEEVIDENCE
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“QUT IS A MAJOR AUSTRALIAN UNIVERSITY THAT AMBITIOUSLY POSITIONS ITSELF AS A UNIVERSITY FOR THE REAL WORLD OF TODAY AND TOMORROW.”
QUT BLUEPRINT 5
VALUING DATA IN BLUEPRINT 5
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BLUEPRINT 5
WATSON
PERSONALITY
ASSESSMENT
BLUEPRINT 5
WATSON A.I.
PERSONALITY
ASSESSMENT
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SUCCESS
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NARRATIVES
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SECTOR NARRATIVE
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SOME PRIORITIES IN 2017
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EVIDENCE
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THE RIGHT CHOICES NEED INFORMATION THAT IS ACCURATE,
USEFUL, ACTIONABLE AND AVAILABLE WHERE AND WHEN NEEDED
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TRANSFORMATIVE MESSAGES
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STREAMS OF STRATEGIC INTELLIGENCE
BEHAVIOURAL
INSTITUTIONAL (RETHINK)
STRATEGIC INTELLIGENCE
COGNITIVE (MATURING)
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BIG DATA: UNDERSTANDING OUR STUDENTS
Location logs
Systems useComputer
Labs
SIGNALS BEHAVIOURS INSIGHTS
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HOW AND WHEN STUDENTS ENGAGE
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BUILDING USE
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USE OF CAMPUS
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GLOBAL AND CONTINUOUS ENGAGEMENT
Monday Tuesday Wednesday Thursday Friday Saturday Sunday
Not Detected 23% 21% 24% 30% 36% 60% 47%
On Campus Only 16% 19% 22% 25% 19% 5% 4%
Off Campus Only 34% 30% 28% 24% 29% 33% 47%
Mixed Mode 27% 29% 25% 20% 16% 2% 2%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
% o
f Stu
dent
s
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WEEKLY ENGAGEMENT OVER
SEMESTER – BACHELOR STUDENTS
Week
# o
f st
udents
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LECTURE ATTENDANCE
Note: Bachelor degree; Semester 1 attendance rate (conservative) at timetabled classes
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PHYSICAL AND DIGITAL ENGAGEMENT
Full-time Bachelor Degree Part-time Postgraduate Degree
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LEARNER PROFILE
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PREDICTING STUDENT BEHAVIOUR
Analytics
informed
contact lists
for student
success
projects
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REAL WORLD IMPACT
FOUNDERS LEADERS
PARTICIPANTS CITIZENS
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NETWORKS
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WORK INTEGRATED LEARNING
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WHAT EMPLOYERS VALUE
Ability to work well in a team environment
Good interpersonal / communication skills
Good written communication skills
Shows initiative Passion & attitude Critical reasoning
Analytical skills Problem solving skills Academic results
Cultural and value fit Emotional intelligence Teamwork
Leadership skills Integrity and trustGood technical
knowledge in area
Sources: Graduate Outlook Survey, AAGE High Flyers Survey, Footprints Market Research, Employers
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GRADUATE SKILLS
Source: LinkedIn Alumni Data, May 2017 (Early = Graduates from 1991-1994; Recent are from 2012-2016)
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AUTOMATION
Low
likelihood
39%
Medium
likelihood
20%
High
likelihood
41%
Likelihood of automation of
QUT course destinations in
next 20 years
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COURSE QUALITY
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TRANSFORMATION
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REAL DIFFERENCE
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EVIDENCE PRESCIENCE
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CURRENT STATE AND FUTURE SCENARIOS
• Accurate and articulate sense of current state
• Evidence-based awareness of potential
• Breadth and depth of future scenarios
• Anticipating for plans, disruption and opportunity
• Locate and understand examples of future as applicable
• Extend senses. Optimally process. Prescience of choice.
Action.
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Horizons
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MEGATRENDS, OPPORTUNITY AND DISRUPTION
(INSTITUTION, SECTOR AND SOCIETAL)
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HORIZONS
Strategic intelligence aims for purposeful advantage
Universities have tended to “wire up” pathways for decision-
making
New ways of sensing, processing and making choice are
available and needed in this era
Evidence outperforms attitude
The vibrance of youth and evidence can help excel
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Thank you
for listening