Tana Monaco, Westminster CollegeKaren Vignare, MSU Global, Michigan State

University

Introduction Discussion of models Models and compatibility with mission, vision, values, strategy

Measures of success Managing change in dynamic environment

Sharing resources

Visualize your online operations as a car… What kind of a vehicle is it?

a rusted and neglected car, a sleek limousine, a fast sports car, a Winnebago, or something else?

…Why?

Share the biggest challenges facing your institution today

What do you hope to gain from this workshop that might help you meet these challenges?

Present models, success measures, other resources to fit your institutional needs

Provide examples that demonstrate how to improve operational effectiveness

Offer ideas for managing in a new reality of higher education

Incremental Alliance Cost or profit center Overhead or service center Independent, for-profit

Incremental Alliance Cost or profit center Overhead or service center Independent, for-profit Other?

How do your operations reflect or differ from the WCET “web of services” model?

Survey questions were researched and beta tested with Sloan-c board members

17 Likert type questions 3 Open-ended questions Publicized in Sloan listserv, NUTN listserv,

and UCEA listserv Convenience sample 128 responses; ~110 individual institutions

College Classification Sample Percentage

Doctoral 31

Master’s 24

Baccalaureate 22

Associates 17

Specialty 2

Rank Order (Most Important)◦ Extension, surplus, brand value, diversity, on-

campus retention & speed to graduation Rank Order (Not Important)

◦ Speed to graduation, retention, diversity, surplus, brand value & extension

Rank Order (Most & Important)◦ Brand, extension, surplus, retention, diversity &

speed to graduation

How is it done? Individual faculty develop and deliver Individual faculty develop but others deliver

Faculty team develops and delivers Faculty team develops and others deliver

Business Decision Making

0%10%20%30%40%50%60%70%80%90%

Business Planning Integrated MarketingFunctions

Price Setting Ability to enterpartnerships

Ability to removeproducts from the

market

Ind Self Funded College Unit Self Funded College overhead

Student Services

0%10%20%30%40%50%60%70%80%90%

Student services

Technical support

Quality contro

l for th

e learning experience

Retention for non-credit s

tudents/custo

mers/...

Retention for students enrolled in cre

dit bea...

Ind Self Funded College Unit Self Funded College Overhead

Curriculum Issues

0%10%20%30%40%50%60%70%80%

Ability to hirefaculty instructors

Ability to createnew customized

curriculum

Ability to createnew non-credit

curriculum

Ability to createnew creditcurriculum

Ind Self funded College Unit Self Funded College Overhead

Across respondents◦ Faculty◦ Quality◦ Return on Investment◦ Business Plan◦ Institutional issues—support, integration &

organizational structure

Most institutions began online learning programs with 1 of 2 goals (Miller, Schiffman unpublished paper)◦ To extend access to programs◦ To improve quality of existing programs

e.g., retention, throughput

◦ What was your starting point? ◦ What were (are) your initial goals?

What business model was chosen to launch your program?◦ e.g. within continuing education, provost’s office,

academic department, etc. How well matched was (is) the model to attaining

your goals?◦ A business model is a way of capturing value of a

product/service and turning it into a revenue stream that can sustain/grow the business

Constant change is a given Disagreement on whether response is for

your institution or to the opportunity Technology-driven Customer opportunity—driven Combination International models especially those

unfettered by global higher education leaders

Technology Method Model

Internet (90s) ALN For-profits; systems

DatabasesStandardsAssessments

ALN, Modules Competency

Social NetworkingPersonal Learning Environments

Learning Paths Open, Personalized

Working Adults—flexibility, convenience, recognized brands

Segmentation—achievement based on preference—competency

Wikinomics & Longtail—Opportunity for ever smaller groups

Why do some institutions succeed and others fail?

Using technology to develop new delivery system is complex

The link among mission, vision, values, and strategy is critical

After reading the scenarios, discuss the questions posed with your group

Select a reporter for large group feedback

Why is this important?

What do we measure?

How do we measure?

Student Perspective

Financial Perspective

Internal Perspective

Growth and Learning

Vision & Strategy

Planned and strategic change (anticipatory rather than reactionary)

Change is natural component of “The Learning Organization”

Why transformation efforts fail

The tight spiral of change Loosening the spiral of change Galaxy-like spiral of change

Source: Robertson & Cox. (May 2009). Challenging Culture and Managing Change in Higher Education. Leadership and Management Conference.

“Flat is the new up.” - Daniel Gross, Newsweek

“There is nothing in this world which is constant but inconsistency.” -Jonathan Swift

“It is not the strongest of the species that survive, nor the most intelligent, but the ones most responsive to change.” –Charles Darwin

Successful adoption of flexible online delivery models in HE is a complex issue and requires alignment of goals, assessment of value on investment, and understanding the marketplace as well as local politics

Equipping ourselves with comprehensive models, tools to measure success – and learning from a variety of experiences – can help us leverage the opportunities this dynamic environment offers

Tana Monaco◦Tana.monaco@gmail.com

Karen Vignare◦vignare@msu.edu