Vision Network Session 1 February 7, 2019 Dinner & Get to - - PDF document
2/8/2019 Vision Network Session 1 February 7, 2019 Dinner & Get to Know Those at Your Table 1 2/8/2019 Vision Network Session 1 February 7, 2019 LCCC District Board of Trustees Ben Fligner, Chairman Sanford Washington,
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LCCC District Board of Trustees
Chairman
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Where do you live?
I. Outside of Lorain County
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Where do you work?
I. Outside of Lorain County
What sector do you represent best?
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Which best describes your connection to LCCC?
How do you prefer to communicate/receive information?
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To which generation do you belong?
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Environmental Scan
Learning Sessions
Early 2019 Designing the Plan Vision Network Spring 2019 Adopt New Strategic Plan LCCC District Board
April 2019 Summer to Fall 2019 Sharing/Acting Sharing the Plan Internally and Externally
Path to New LCCC Strategic Plan
External Listening and Learning Sessions
Internal Listening and Learning Sessions
LCCC Visioning Process
#lcccfutureready
This plan isn’t just about Lorain County Community College. It’s about our community and those we serve. It’s about how Lorain County Community College can create a better future for our community.
#lcccvision
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Session 1: Global, Long-term View
1. Begin to Create a Shared, Preferred Future for Our Community. 2. Understand the global Drivers and Megatrends that may help, challenge or redirect us in working toward that future.
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We are the community’s college.
We are trusted by the community to educate, lead and inspire. We create a better, more sustainable future for our community.
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Strategic Foresight
a capacity that organizations on every level
important signals from noise and to prepare for uncertainty and disruption.
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Strategic Foresight
a capacity that organizations on every level
important signals from noise and to prepare for uncertainty and disruption.
Imagining a Preferred Future for our Community
Imagine ahead and plan backwards.
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If you can dream it, you can do it. ~ Walt Disney
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Look out 10 to 20 years: If you could paint the brightest, most prosperous future for our community, for our citizens, what would it look like? Creating Our Shared, Preferred Future for Our Community
Part Two: Drivers and Megatrends that may Impact the Path to Our Shared, Preferred Future
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Strategic Foresight
a capacity that organizations on every level
important signals from noise and to prepare for uncertainty and disruption.
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Drivers and Mega Trends of the Future
Select Set – Not Exhaustive
1. The 3 A’s: Automation, Artificial Intelligence, Augmented Reality 2. Digital Transformation: Cloud, Blockchain, Cybersecurity, Big Data 3. Internet of Things 4. Competition for Talent, Digital Worker 5. Future Proof Skills; Learning Mindset 6. Next-Gen Workforce & Jobs 7. Rise of New Economies – Sharing, Gig, Maker, What’s Next? 8. Demographic Shifts (Diversity, Economic Mobility)
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#1 The 3 A’s: Automation, Artificial Intelligence (AI), Augmented Reality (AR) #1 The 3 A’s: Automation, Artificial Intelligence (AI), Augmented Reality (AR)
Bureau of Labor Statistics
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#1 The 3 A’s: Automation, Artificial Intelligence (AI), Augmented Reality (AR)
Headline: “AI and Robotics to Create 60 Million More Jobs Than They Eliminate by 2022: WEF Study” Headline: Robots will not lead to fewer jobs – but the hollowing out of the middle class
The Great Debate What is the probability that Automation, AI, and AR will scale and what level of impact would it have on our community’s future?
A. Low Impact, Low Probability B. High Impact, Low Probability C. High Probability, Low Impact D. High Impact, High Probability
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#2 Digital Transformation: Blockchain, Cloud Computing, Big Data, Cyber Security
Digital transformation is the process of using digital technologies to create new — or modify existing — business processes, culture, and customer experiences to meet changing business and market requirements.
#2 Digital Transformation: Blockchain, Cloud Computing. Big Data, Cyber Security
Digital transformation is the process of using digital technologies to create new — or modify existing — business processes, culture, and customer experiences to meet changing business and market requirements.
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#2 Digital Transformation: Blockchain, Cloud Computing. Big Data, Cyber Security #2 Digital Transformation: Blockchain, Cloud Computing. Big Data, Cyber Security
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What is the probability that Digital Transformation will scale and what level of impact will it have on
A. Low Impact, Low Probability B. High Impact, Low Probability C. High Probability, Low Impact D. High Impact, High Probability
#3 Internet of Things
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#3 Bringing it all Together: Internet of Things
https://www.youtube.com/watch?v=D8D6KyuGpDA
Video: The Internet of Things: What’s the Big Deal? Futurist: Gerd Leonhard (May 2018)
What is the probability that Internet of Things will scale and what level of impact will it have on our community?
A. Low Impact, Low Probability B. High Impact, Low Probability C. High Probability, Low Impact D. High Impact, High Probability
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#4 Competition for Talent; Digital Worker #4 Competition for Talent; Digital Worker
Georgetown University; Center on Education and the Workforce
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#4 Competition for Talent; Digital Worker #4 Competition for Talent; Digital Worker
Disrupting the Trades: How Technology Is Transforming The Future Of The Plumbing, Electric And HVAC Industries
HIGH TECH SKILLS IN DEMAND IN AGRICULTURE
The demand for software engineers and data scientists shows no sign of decline. But the opportunities are not limited to the latest social-networking startup, gaming company, or self-driving cars. By building advanced software, analyzing data, and investing in startups, the leaders of modern agriculture are using advanced technology to give back to the planet. Products like the Nest thermostat and smart home systems make it easy to see how technology has changed the residential services industry. Electricians and HVAC technicians are servicing equipment that didn’t exist in homes even five years ago! Plumbers make up a part of the trades, as well. Has technology made dramatic changes in what they do, too?
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#4 Competition for Talent; Digital Worker
By 2030, the global talent shortage could reach 85.2 million people—costing companies $8.5 trillion in unrealized
Korn Ferry Institute
What is the probability that the Competition for Talent and the demand for Digital Worker will scale and what level of impact will it have on our community?
A. Low Impact, Low Probability B. High Impact, Low Probability C. High Probability, Low Impact D. High Impact, High Probability
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#5 Future Proof Skills; Learning Mindset
In 1984, Half-life of a learned skill was
30 years
#5 Future Proof Skills; Learning Mindset
Joseph Fuller Professor of Management Practice and Director, Managing the Future of Work Project, Harvard Business School
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What is the probability that the need for Future Proof Skills and Learning Mindset will scale and what level of impact will it have on our community?
A. Low Impact, Low Probability B. High Impact, Low Probability C. High Probability, Low Impact D. High Impact, High Probability
#6 Next-Gen Workforce & Jobs
U.S. Census Bureau
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#6 Next-Gen Workforce & Jobs
Brookings Institute
#6 Next-Gen Workforce & Jobs
Harvard Business Review
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#6 Next-Gen Workforce & Jobs
What is the probability that the Next-Gen Workforce and Jobs will scale and what level of impact will it have on our community?
A. Low Impact, Low Probability B. High Impact, Low Probability C. High Probability, Low Impact D. High Impact, High Probability
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#7 New Economies – Sharing, Gig, Maker, What’s Next?
Forbes
#7 New Economies – Shared, Gig, Maker, What’s Next?
Brookings Institute
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#7 New Economies – Shared, Gig, Maker, What’s Next?
What is the probability that the Rise of New Economies (Shared, Gig, Maker, Other) will scale and what level of impact will it have on our community?
A. Low Impact, Low Probability B. High Impact, Low Probability C. High Probability, Low Impact D. High Impact, High Probability
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#8 Demographic Shifts (Increased Diversity, Economic Mobility) #8 Demographic Shifts (Diversity, Economic Mobility)
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#8 Demographic Shifts (Increased Diversity, Economic Mobility)
By 2030, the global talent shortage could reach 85.2 million people— costing companies $8.5 trillion in unrealized
With a growing talent crisis, we need more to lift up, to skill up and fill these jobs – move up the economic ladder! Corporation Citizenship and Workforce: Investing to Improve Economic Mobility
https://about.bankofamerica.com/en-us/what-guides-us/economic- mobility.html#fbid=RIXzHdBfFSf
#8 Demographic Shifts (Diversity, Economic Mobility)
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What is the probability that the Changing Demographics will scale and what level of impact will it have on our community?
A. Low Impact, Low Probability B. High Impact, Low Probability C. High Probability, Low Impact D. High Impact, High Probability
Large Group Discussion: What other drivers and mega trends are you seeing that we need to consider?
1. The 3 A’s: Automation, Artificial Intelligence, Augmented Reality 2. Digital Transformation: Cloud, Blockchain, Cybersecurity, Big Data 3. Internet of Things 4. Competition for Talent, Digital Worker 5. Future Proof Skills; Learning Mindset 6. Next-Gen Workforce & Jobs 7. Rise of New Economies – Sharing, Gig, Maker, What’s Next? 8. Demographic Shifts (Diversity, Economic Mobility)
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Unveiling of Our Shared, Preferred Future
Visual Art: Our Shared, Preferred Future
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Review of Driver/Megatrend Mapping
Mega Trends
Probability of Happening
Impact on our Community
1) The 3 A’s 2) Digital Transformation 3) Internet of Things 4) Competition for Talent 5) Future Proof Skills 6) Next-Gen Workforce 7) Rise of New Economies 8) Demographic Shifts
1 2 3 5 6 7 8
LOW LOW HIGH HIGH
4
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What’s Next?
Focus:
vision to move our community closer to the shared, preferred future.