This document summarizes key points from literature on leadership and change management in higher education. It discusses developing and implementing change as a complex, subjective process for all involved. It also notes that effective leadership focuses not on a single "Lone Ranger" leader, but on leaders who change the systems they work in through their actions. The document then lists critical uncertainties higher education institutions may face such as increased competition from online providers and reduced government funding. It presents scenarios for conventional and disruptive business models that institutions could pursue, and asks what preferred future scenario the reader's institution aims for, such as becoming an oldish, newish, resource, expansive, or alliance university.

1. EMPOWER
Online Learning Leadership Academy
Professor Mark Brown
Rome
21st October 2016

7. “Developing and implementing desired
change is not an event but is a complex
and subjective learning/unlearning
process for all concerned” (p.73).
Scott, G., Coates, H., & Anderson, M. (2008). Learning leaders in times of change:
Academic leadership capabilities for Australian higher education. Australian Learning
and Teaching Council, NSW.
Scott, G. (2003). Effective change management in higher education. Educause
Review, November/December, 64-80.

8. “Focuses on the
critical role of
leadership — not the
Lone Ranger leader
who rides into town
and saves a single
school/college, but
leaders whose very
actions change the
systems they work
in.”

11. Antoine Rauzy
Fred de Vries
Covadonga Rodrigo
Mark Brown

12. High impact (critical) uncertainties
Growth of new global online providers
Emergence of strategic alliances between universities
Increased supply reduces the cost of qualifications
Reduction of government funding to universities
Increased demand for part-time study options
Increased demand for customised study options
Increased demand from staff for flexible work conditions
Emergence of badges and micro-credentials
Emergence of new technological innovations

13. Disruptive Business Models
Conventional Business Models
StandardisedOfferings
CustomisedOfferings
Scenario 3 Scenario 4
Scenario 1 Scenario 2

14. What is the preferred future
scenario for your institution?
• Oldish University
• Newish University
• Resource University
• Expansive University
• Alliance University