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My proposition:

Challenging the Status Quo Dr. Charles Bird Vice President Emeritus Ohio University Founder Encore Dreams, LLC. www.drcharlesbird.com . My proposition:.

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My proposition:

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  1. Challenging the Status QuoDr. Charles BirdVice President EmeritusOhio UniversityFounderEncore Dreams, LLC www.drcharlesbird.com

  2. My proposition: Demographics, technology and the preferences of adult learners have combined to create a disruptive environment in higher education. www.drcharlesbird.com

  3. Sustaining vs. Disruptive Change (Christensen, 1997; Christensen and Eyring, 2011) Note: Tweaking current practice will not work in a disruptive environment. The greatest growth from new approaches will come from new markets (current nonconsumers). www.drcharlesbird.com

  4. Powerful Pressures for Change Competition is increasing rapidly Financial pressures are even worse than most people realize Cost of attendance is problematic Traditional institutions are not serious about adapting Alternative delivery methods have reached a point of sufficiently high quality to be attractive www.drcharlesbird.com

  5. Intriguing Stories are Emerging MOOCs (Udacity; Coursera; edX) Ted-Ed Kahn Academy Straighterline www.drcharlesbird.com

  6. The Adult Learner Value Proposition The program they want or need Flexibility Price and time to degree The services they want or need Brand/Reputation www.drcharlesbird.com

  7. How Can Existing Institutions Compete? Know your market niche You must have an executive “cheerleader” Differentiate yourself through outstanding service Price aggressively and expect to scale enrollment Be thoughtful about financial incentives all around Create an innovation team and protect their independence www.drcharlesbird.com

  8. Creating the Innovation Team Bring together critical strengths and experience. Appoint a leader who can build trust within the team and maintain focus on the goal. Identify critical tasks that must be under control of the team. Encourage an aggressive, design process to innovation. www.drcharlesbird.com

  9. If you try to accomplish innovation through existing offices, you will fail! Administrators are trapped by “Urgent” issues. The “production engine” (Govindarajan and Trimble, 2010) will not prioritize new initiatives (and it shouldn’t). The production engine will insist on a business or strategic plan, and that is a waste of time! Inevitable compromise will undermine the design process. www.drcharlesbird.com

  10. Design Thinking The most successful businesses in the years to come will balance analytical mastery and intuitive originality in a dynamic interplay I call design thinking. Roger L. Martin, The Design of Business (2009) www.drcharlesbird.com

  11. Design approaches are: Intensely strategic, but feel very different than traditional strategic planning. They are “action oriented.” Immersive, balancing a craving for data with appreciation for informed intuition Inherently collaborative, valuing diverse knowledge and experience. Focused on individual and team strengths, not deficits. www.drcharlesbird.com

  12. Design team members: Understand brainstorming and divergent thinking. Develop “prototypes” and place small bets, through managed experiments. Take advantage of engaged partnerships to leverage their resources. www.drcharlesbird.com

  13. Outcomes include: A learning organization Reduced risk Greater individual commitment Deeper trust and appreciation www.drcharlesbird.com

  14. Charlie’s Pet Peeves Applying traditional strategic and business planning processes, when innovation is the goal. Confusing entrepreneurship with simply growing existing programs or taking baby steps toward new initiatives. Relying on established processes to support real creativity. Focusing internally, instead of on “customers.” www.drcharlesbird.com

  15. Contact me! mondocharlie@live.com bird@ohio.edu Phone: (740) 707-2087 Web site: www.drcharlesbird.com Blogs: www.branchcampus.blogspot.com www.drcharlesbird.com/creatingthefuture www.drcharlesbird.com

  16. www.drcharlesbird.com

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