The Collaboratory: Problem-Solving in the Learning Environment
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Driving Digital Change
- 1. Driving digital change. Emerging technologies in education #EdTech How to transform your organisation?
- 2. Key drivers for digital change in Education!
- 3. Are you ready? Will your organisation ever by ready?
- 4. Great uncertainty – we can't predict the future
- 5. Talent crisis – talent is under utilized in organisations
- 6. No guarantees – the true value of a diploma or degree
- 7. Gap academic and corporate world – how can we bridge that gap?
- 8. We educate for jobs that don't exist – 21st century skills
- 9. Flexible workforce – rise of the free agent nation
- 10. Can we handle speed of change – including digital diversity and maturity
- 11. Sharing economy – we need to build a sustainable future
- 12. Contrast 90% of all work is drudge work Working with the same old gang Well defined organizational borders Products last for years Technology helps link parts of the organization We are proud of being close to our customer We sell rigorously engineered "great product" Procedure centric Passive: performs tasks as requested "Silos & Stovepipes" Product or Service It works I'm glad I bought it Satisfied customer Agrees with your wallet You get what you pay for Microprocessors do most drudge work Constantly expanding one's network of teammates Shifting organizational alliances Products last for weeks The network is the organization We are proudly "at one" with our customer We sell information-enabled "awesome experiences" Client centric Active: creates WOW projects as inspired One seamless enterprise Experience It leaves an indelible memory I want more! Member of the Club Agrees with your psyche You are surprised and delighted at every turn WAS IS Source: Tom Peters, The PSF Solution
- 13. Customer is in control! The road to the heart of your students!
- 14. Power shift Does your organisation believe this?
- 15. Emerging technologies a catalyst for change
- 16. Data Analytics & Information Management will drive personalization Emerging technologies a catalyst for change
- 17. Wearable Technologies & Internet of Things will support greater mobility Emerging technologies a catalyst for change
- 18. Augmented Reality & Ambient Intelligence will provide a richer experience Emerging technologies a catalyst for change
- 19. Screens are everywhere and support greater flexibility Emerging technologies a catalyst for change
- 20. Robotics & 3D will help to automate and drive a future based on creativity, improvisation and experimentation Emerging technologies a catalyst for change
- 21. Network era shift Routine Standardized work Non-routine Customized work Industrial Market Economy Creative Network Economy Labour Compliance Dilligence Intelligence Replaced by automation Enhanced by connectivity Talent Curiosity Creativity Empathy 1975 1995 2015 Source: Harold Jarche – jarche.com
- 22. 1. Increasing the number of higher education graduates 2. Improving the quality and relevance of teaching and learning; 3. Promoting mobility of students and staff and cross-border cooperation; 4. Strengthening the "knowledge triangle", linking education, research, and innovation; 5. Creating effective governance and funding mechanisms for higher education. European Union modernization agenda for Higher Education:
- 23. Differentiate & create true value or die!
- 24. In the new world value add comes from the quality of the experience provided.
- 25. Think beyond classroom solutions provide memorable experiences.
- 26. Digital Change & Emerging Technologies will fuel and enhance the student journey and experience. This enhanced experience will provide extra and greater value and drive impact for students. It all starts with Purpose & Promise... 1 2 3 Where to start?
- 27. Can you deliver on your promise? How do they feel as a result? How do we enable students to do more? What do we enable students to do more? Massive Transformative Purpose (MTP)* & Promise of the organisation Deliver on your promise to students! What value can you offer to students? * Source: Yuri van Geest, Exponential Organisations - Singularity University
- 28. Blended value Maximize the total value creation potential Value Environment EconomicSocial Source: blended value framework, Jed Emerson
- 29. What is the added value that you provide? How can this help to enhance the student experience? Which role will emerging technologies play? Key question(s) Do you understand Digital Maturity of your organisation?
- 30. Digital Maturity Model 1 23 4 Massive Disruptor Journey Mapping Think Experience Value Creation Understand massive disrupter (technology) and determine how this will impact the experience and the value created in the journey Understand your organization’s digital maturity Build growth model for change Develop your transformation roadmap.
- 31. Digital Maturity Dimensions How do you run your organisation? How do you engage with students, parents, community & companies? What role is technology playing? How does this affect your organisational culture and does this require change?
- 32. Organisation maturity model Organised in a hierarchy Organised in cells & networks Focus is cost savings Focus is impact & value creation Fix it, & drive incremental change Redefine, & drive exponential change Micro management - Top down Macro management – Bottom up There is no right or wrong. Please determine where you are. On the organisation maturity scale: where is your current focus of activities? Closed & Protective Open, & complete transparency
- 33. Technology maturity model There is no right or wrong. Please determine where you are. Using the SMAR model: where is your current focus of activities? SUBSTITUTION Technology acts as a direct tool substitute, with no functional change AUGMENTATION Technology acts as a direct tool substitute, with functional improvements MODIFICATION Technology allows for significant task redesign REDEFINITION Technology allows for the creation og new tasks, previously inconceivable Enhancement Transformation Source: The SAMR Model Ruben Puentedura Maine Department of Education. This model is since enhanced with other models such as Blooms Taxonomy and others
- 34. Engagement maturity model There is no right or wrong. Please determine where you are. On the engagement maturity scale: where is your current focus of activities? Top down – know it all Partnership & Co- creation Planning & Thinking Doing, Feedback & Reflection Passive Consumption Active Participation Push a standard method or currciculum Reciprocation & Personal Experience Controlling & Task Driven Participating & Empowerment
- 35. Culture maturity model There is no right or wrong. Please determine where you are. On the culture maturity scale: where is your current focus of activities? Fixed Mindset Growth Mindset View setbacks as a reason to give up View setbacks as challenges to overcome Directive & Strong hierarchy Self direction & Ownership Stick to what I know Curiosity & Experimentation Failure is the limit of our abilities Failure is an opportunity to grow Play defense Play offense Success of others is seen as a threat Succes of others is a inspiration
- 36. Growth model for change Redefine & Reinvent Fix the isssue Incremental Finite initiative & project 1. The idea, we understand what we need to change: cultivate, discover and identify 2. The start, just do it: configure, set up, fall on and develop 3. The impact, validation: reflection, feedback and learn. Celebrate (quick) wins & determine next steps Shift frame of reference Exponential Driven by Tactics Driven by Strategy Adaptive & Fluid Organisation
- 37. Transformation roadmap CRAWL Listen, monitor and start with small experiments. Establish the infrastructure for change. Manage execution, activity & traction WALK Leveraging platforms, bolder experiments, organizing feedback & validation, creating ambassadors From informal to fomalized approach RUN Engagement with students, teachers & companies. Connecting ambassadors and sharing best practices. Strategic level of maturity FLY Scale, integrate & systematize the new approach. Redefine all processess including learning & personal development Adaptive organisation Learning to fly
- 38. Measure & manage traction Experiments Ambassadors Concepts Create activities to grow these important ingredients of digital change Feedback Grow and scale to build a strong transformation infrastructure
- 39. Role of the teacher is changing What is their added value and their talents? Make sure as an organization you utilize and maximize talents in your organisation. • Mentor & Coach • Resource Provider • Designer • Curriculum Specialist • Movie Director • DJ • Researcher • Data Manager • Social Media Specialist (blogger/vlogger)
- 40. Involve teachers early on Develop added value together 1. Memorable Experience • Story • Vision • Word of mouth • Connect 2. Create Ambassadors • Early adopters • Game changers • Patriots • Most critical people • Unusual Suspects 3. Establish a journey • Explore together • Opportunity mapping • Roadmap creation • Visualization 4. Breakthrough • Small steps & Priorities • Quick Win • Celebrate wins 5. Learn & Grow • Feedback • Next steps • Reflection • Curiosity • Sharing CREATE OPTIMIZE MAXIMIZE
- 41. So it’s not about replacing people or teachers! It’s really about deepening the engagement that teachers and other people in school have with students.
- 42. Key success factor for deepening the engagement with students is maximizing the empathic potential of your complete organisation. 1. Cultivate curiosity about strangers. Nurturing curiosity. 2. Challenge prejudices and discover commonalities 3. Try another person’s life. Experiential empathy. 4. Listen hard and open up. Practice the art of conversation. 5. Inspire mass action and social change in or outside your organisation. 6. Develop an ambitious imagination – Schools, universities everyone in education should be ambitious with their empathic thinking. Source: the six habits of highly empathic people, Roman Krznaric Focus on outrospection and practise hostmanship
- 43. Change is ultimately an individual choice
- 44. Let us be the change we want to see in the world Ghandi
- 45. Change Vision & Purpose Desire & Curiosity Connections & Network Amplify & Reinforce Learn & Redefine Driving change in your organisation is all about:
- 46. Understand what might be not just what currently is
- 47. Automation, robotics and software will do some of our work. Teachers will continue to make a difference. Now and in the future. If they offer value that cannot or is hard to automate and digitize. Skills & traits such as empathy, authenticity, creativity, improvisation, critical thinking, emotions are critical.
- 48. Are you driving change? Or are you driven by it? Lead change is the only option!
- 49. The future gets happened. Be a part of it.
- 50. In order for me to develop this Digital Change in Education Manifest I have used content and resources from various business, marketing, and education professionals. I want to thank them for all the inspiration. This is the list of resources that I used: Mahan Khalsa, Let's get real or let's not play The Cluetrain Manifesto Thomas Friedman, The world is flat Tom Peters, Re-imagine Tom Peters, The Professional Services Firm (PSF) Harold Jarche, The Network Era Yuri van Geest, Exponential Organisations - Singularity University Jed Emerson, Blended Value Framework Ruben Puentedura, The SAMR Model Eric Ries, The Lean Startup Brian Solis, The End of Business As Usual Alexander Osterwalder, Business Model Generation & Value Proposition Design Gerd Leonhard, Digital Transformation: are you ready for exponential change? Roman Krznaric, The Six Habits of highly empathic people Jan Gunnarsson, Hostmanship – the art of making people feel welcome
- 51. Please contact me if you would like to continue the discussion: jacspierings@gmail.com www.twitter.com/jeroenspierings www.linkedin.com/in/jeroenspierings www.jeroenspierings.nl www.pinterest.com/jacspierings/
