Admittedly, the title is pretty bold, but I believe it is time to begin a different kind of conversation when we talk about strategy in higher education.
Disclaimer: I am not a strategy expert. But I am a leader who has navigated strategy processes and strategic planning in higher education institutions several times.
From my humble perspective, strategy frequently boils down to distinguishing which decisions made today will have enduring impacts, and which will fade into obscurity. That's the crux of it, really. The problem, of course, is that this is exceedingly difficult.
Not too long ago, in a post titled ‘This Needs to Change in Higher Education Management’, I outlined the imperative for change in higher education. The post resonated with numerous individuals, so I thought it would be beneficial to elaborate a bit on that post by addressing the types of challenging, complex questions every higher education leadership team should be contemplating right now.
The traditional approach to strategy in higher education involves setting long-term goals and developing plans to achieve them. Conventional strategy processes can be quite cumbersome, and this was not necessarily a problem in higher education years ago, with its overly long product lifecycles; now, however, you may want to prioritise speed in developing strategies for your institution to maintain relevant and competitive in the coming months and years.
My previous post also described how, from the perspective of sustainable competitive advantage, the exploitation phase is gradually becoming shorter. Therefore, chances are you will want both a more flexible approach and a shorter strategy period than previously.
Below you will find eight questions that complement conventional strategic topics you are likely already focusing on - such as educational philosophy and mission, curriculum design and programs, faculty and student recruitment, infrastructure and facilities, research strategies, financial management and funding, accreditation, technology integration, community engagement and alumni relations, sustainability, diversity, equity, and inclusion, and so forth.
Here goes:
1. Will AI become a cost saver or an abundance driver?
In the current economic climate, higher education institutions might be tempted to convert efficiency gains from AI into personnel or cost reductions. Alternatively, institutions can adopt abundance thinking, reallocating the saved resources towards reinvestment activities within the institution. I anticipate many institutions will strive for a balance here. Be cautious about overcapitalizing too quickly.
2. Are you a platform provider, a content provider, or both?
Companies like Udacity, Coursera, LinkedIn, edX, etc. thrive on providing platforms and offering content others have produced. It is likely your institution is already strong in the content department, but what about your platform for delivery? How do you want to proceed?
3. Are you a founder of new ecosystems, or are you a follower?
Institutions that thrive in a couple of years will likely be those that rethink ecosystems. This involves not only the creation of new technological ecosystems, but also rethinking your strategic partnership models fundamentally. Do you need to be working more closely with computer game developers, publishers, or others? What will it take to succeed in this domain?
4. Are you paying adequate attention to scalability?
The ability to scale your institution up and down is an essential factor in the future of higher education. Institutions must ensure their technology infrastructure, teaching methodologies, and administrative processes can scale to accommodate growth and change. The success achieved in the digital domain by Arizona State University and Southern New Hampshire University, for example, is well known. The latter institution saw almost exponential growth for years in a row. What will you do in your institution?
5. Which business models are under the most pressure for you to redesign?
Business models that were effective in the pre-AI era may not stand the test of time. Institutions must critically examine their suite of business models to remain competitive. The move from traditional classroom teaching to hybrid or online models is well known, of course, but perhaps there are new ways to monetize educational content, research output or other areas of business in the age of AI.
6. How do you strategically encourage innovation?
Promoting innovation is less about adopting new technologies than it is about fostering a culture that values creativity, day dreaming and messy experimentation. Innovation will not happen by talking about it, or by designating a building for innovation. You need to embrace mistakes and failed projects as learning opportunities. Be careful with superficial displays of innovation that leads to limited action.
7. What long-term AI implementations are you considering?
AI chatbots will be integrated in the MS Office program suite very soon, and this should be a game changer for daily productivity. But what will you do strategically? Specific implementations will depend on the institution's needs and strategic objectives. I have written a small guide that might be helpful for your initial work in this area: ‘Develop Your AI Strategy for Higher Education’.
8. What suitable alternatives do you have for outcome-oriented education and research?
Traditional out-put-driven models are no longer enough to understand or define educational value. I have previously written about ‘The Pitfalls of Output-Focused Education’. Although process documentation and progress reports may provide initial assistance in certain areas of teaching, they are fundamentally rooted in a mode of understanding that is not suited for an AI future. Perhaps it is time to be thinking more profoundly about computer games, multi modal delivery forms, AR/VR, and alternative realities, broadly speaking.
Concluding remarks
Regardless of your perspective, the advent of AI necessitates a radical rethinking of strategy in higher education.
Institutions must demonstrate agility and foresight, and asking tough questions like these is inevitable when you work with strategic decisions that will shape the future of your institution. Challenging, no doubt, but also an opportunity to redefine higher education for the better.
I hope the resources listed below might be helpful in your work.
Thanks for reading.
Resources
Free Design Thinking Templates from The University of Stavanger (2023) that may help you facilitate the definition of problems and solutions.
Leinwand, Paul & Mahadeva Matt Mani (2022): Beyond Digital: How Great Leaders Transform Their Organizations and Shape the Future. HBR Press.
Rumelt, Richard (2022): The Crux: How Leaders Become Strategists. Profile Books.
This is a fabulous checklist for innovation.