THE CONTEXT FOR INDEPENDENT SCHOOLS TODAY Leadership through - PowerPoint PPT Presentation

THE CONTEXT FOR INDEPENDENT SCHOOLS TODAY Leadership through Partnership 2015

PART I Disruption in the Marketplace

WHAT CAUSED THEIR DOWNFALL? • Failure to Read the Marketplace and Adapt

THE NONPROFIT WORLD • The same principles apply: • Failure to read the marketplace can have an increasingly devastating impact over time. • Case study — museums and visitor organizations.

WHAT KEPT THEM FROM INNOVATING EFFECTIVELY • Citing poor previous innovative efforts as something not working, when the problem was the execution of the idea, e.g., poor interface for online tickets. • Defending past decisions instead of adopting new practices …Repairing and updating past decisions is often more time-consuming and, ultimately, more expensive in the long run than starting anew. • Failure to embrace the inevitable path of progress … The forces of change that propel the world forward are not going away. If you don’t change the model to one that is more sustainable, then you risk going away.

THREE COMMON MISTAKES Vijay Govindarajan, Dartmouth's Tuck School of Business , co-author of The Other Side of Innovation , says successful companies tend to fall into three traps: 1. Physical trap — big investments in old systems or equipment prevent the pursuit of fresher, more relevant investments. 2. Psychological trap — leaders fixate on what made them successful and fail to notice when something new is displacing it. 3. Strategic trap — an organization focuses purely on the marketplace of today and fails to anticipate the future.

PART II The Changing Education Landscape

WHAT’S CHANGING • Everything • Who — the school-age population • What — educational options • When — time • Where — place • How — new models

CHANGING DEMOGRAPHICS

Growth in Asian and Hispanic Student Populations

Changes in Wealth Distribution

Differing Attitudes of Gen Z

COMPETITION Charter School Growth

Fully Online and Hybrid Programs

Higher ED Ramps up High School Programs

Technology Spurs Personalized Education

New Cost Models Emerge

The vision of Sarah E. Goode STEM Academy is to build a learning culture that nurtures creativity and sparks imagination, a culture where all feel compelled to develop lenses perceptive enough to see what has yet to be seen, minds powerful enough to create what has yet to be imagined, and hearts strong enough to use these talents for the advancement of humanity.

Where learning happens is no longer defined by geography

COMPETENCY-BASED EDUCATION REDEFINES “WHEN” • “ Transitioning away from seat time, in favor of a structure that creates flexibility, which allows students to progress as they demonstrate mastery of academic content, regardless of time, place, or pace of learning. “ -US Department of Education

How: A World without College The skyrocketing costs of college and the revolution in information technology are converging in ways that will radically alter the college experience.

Scenarios for a Very Different Future Knowledgeworks Knowledgeworks: Four Scenarios on the Future of Credentialing

Current Result for The Industry: Loss of Market Share

Day School Enrollment Trends Mixed

Closures and Mergers In Higher Ed From Moody’s: Closures to Triple

SIGNS OF AN INDUSTRY IN THE MIDST OF DISRUPTIVE CHANGE • Specialties are becoming commodities • Consolidation of vendors within an industry • Change in customer accessibility • Increased customer dissatisfaction • Fundamentally more affordable or convenient product / service • Government pronouncements – policy, legislation, regulation

PART III Innovating and Executing

THE PATH TO SUCCESS • Innovation= Idea + Leader + Team + Plan -The Other Side of Innovation

BEGIN WITH A VISION • “If you don’t know where you are going, any road will get you there.” • The Cheshire Cat

THE VISION STATEMENT • A v i s i o n statement tells everyone the type of community or world the school envisions for its constituency as a result of its work.

QUESTIONS TO GUIDE VISION • What do we do best? • How big do we want to be? • What is our core business? • What are our ethical and social responsibilities? • What needs can we satisfy that others can’t? • What value do we want to have to our customers? • What kind of image do we want? • What do we want to be in 5 years?

RESPONSIBILITY OF THE LEADER(S) • Focus on factors that can be controlled. • Define the right problems to solve. • Challenge long-standing assumptions that limit innovation and bold action. • Encourage a learning culture. • Don’t leave it to one leader to do it alone.

BUILDING THE TEAM “You can’t ask the group that is in charge of today to also be in charge of tomorrow because the urgent always squeezes out the important.” -The Other Side of Innovation

ARCHITECTURE OF THE TEAM • Bring in a dedicated team to execute on innovation, but build bridges with the in-house team. • Populate the dedicated team with outsiders — they are in a natural position to recognize and challenge long-standing, second-nature, instinctive assumptions. • Innovation must be carefully managed, with a well-thought-out plan, performance metrics, and processes. • Make exceptions to standard policies to allow the team to operate in the culture it needs. -The Other Side of Innovation

THE INNOVATION PLAN • First, accept that innovation initiatives are experiments — they have uncertain outcomes, but they can be controlled: • Some important steps: • Formalize the experiment • Break down the hypothesis • Seek the truth — be analytical and dispassionate • Learn from each experiment (growth mindset) • Place more emphasis on learning than results -The Other Side of Innovation

PRINCIPLES OF CONTROLLED EXPERIMENTATION 1. Invest heavily in planning. 2. Start the plan from scratch and create new performance metrics. 3. Collect data and discuss assumptions. 4. Document your hypotheses. 5. Find ways to spend a little and learn a lot (would a smaller experiment reveal the same info as a larger one?) -The Other Side of Innovation

PRINCIPLES OF CONTROLLED EXPERIMENTATION 6. Create a separate forum (other than established rituals) for discussing results. 7. Frequently reassess the plan. 8. Analyze trends — the focus is not the result but the trajectory. 9. Allow formal revisions to predictions. 10. Evaluate innovation leaders subjectively — on their ability to learn and adjust, not on results.

INNOVATION IN HIGHER ED: CASE 1 1: Securing the Resources for Growth • Setting aside a percentage of the operational budget to fund strategic initiatives • Inviting donors to contribute into a special president’s fund for innovation Key Ideas • Institutions cannot cut their way to sustainability • Need to abandon what’s not working to make room for growth • Stakeholders will support difficult decisions in the short run if they are in service of a more purposeful vision in the long run

INNOVATION IN HIGHER ED: CASE 2 2. Developing an Outward Focus • Listening to experts from other industries to learn about new market opportunities • Visiting organizations outside higher ed to learn how they innovate • Developing a discipline for identifying and assessing new markets Key Ideas • Encourage looking outside the industry for solutions • Support faculty and staff in sharing new data on what they are learning • Enable a culture of continual learning and risk taking

INNOVATION IN HIGHER ED: CASE 3 3. Overcoming Resistance to Change and Taking Risks • Involving the campus in defining core values • Defining a vision worthy of people’s commitment Key Ideas • Focus first on small steps and actions to shift culture • Get clear about mission and vision — why do you exist? • Develop wholly new approaches or models to meet the needs of emerging markets; don’t try to retrofit existing ones

INNOVATION IN HIGHER ED: CASE 4 4: Pursuing Smart Experimentation • Prototyping and iterating new programs and projects • Knowing when not to go forward Key Ideas • Start small, prove the concept, and then scale according to your objectives • Know your niche--can you offer something in a unique and compelling way?

OR…LEAVE IT TO THE 10 YEAR OLDS: THEIR VISION FOR EDUCATION • Schools in the year 2050 will be far more colorful than they are today. • As far as reading is concerned, there will be a book that reads itself to you, helping you to memorize all the facts that you need to know. • Teachers will only need to be there in case of emergency. • Most of the schools will be free, but for well-known schools people will have to pay.

LOOKING AT PROBLEMS/CHALLENGES THROUGH A NEW LENS • http://bigthink.com/videos/think-small-to-solve-big-problems