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VC ’ s corner
David Kellermann saw that innovation will let technology be harnessed in hybrid learning to overcome accessibility challenges to suit the needs of diverse learners . Dr David Kellermann , senior lecturer in Engineering , UNSW . ” I believe we ’ re in for a huge disruption . The future of higher education platforms is going to be big tech .”
5 . RESEARCH AND EXTERNAL ENGAGEMENT :
Themes of industry partnerships were outlined by Alex Subic and Guy Littlefair of RMIT and AUT respectively , who also saw their importance to future learning and learners as our priorities became job ready graduates . The increasing focus on local and community partnerships were highlighted by Sandra Harding , Helen Bartlett , Geraldine Mackenzie , Barney Glover and Duncan Bentley as VCs at JCU , USC , USQ , WSU and Federation . Finding a distinctive place in the way communities have changed is clearly a theme for the sector . Professor Guy Littlefair , PVC at Auckland University of Technology . “ Universities struggle to understand who the customer is . Not understanding who your customer is , causes problems to business development , relevance , and ultimately accountability .”
What does this analysis within our five themes tell us with regard to the key questions of where we are , where we are heading and how we will get there ?
WHERE ARE WE ? Our sector has changed irrevocably in terms of the policies driving funding and the financial basis of our institutions . Yet there are growth opportunities for new learner types . Our institutions need a fundamental review of their purpose , mission and strategy . We need new business models that either draw on current reputations and brand positions or create opportunities for new reputations and approaches to the market to emerge . Matthew Kuperholz , chief data scientist PWC . “ I question the value of prestige when there are so many alternatives now for a high quality education , especially for a curious learner .”
Culture in our institutions is undergoing more scrutiny and focus than ever and significant new equity challenges are emerging that call for new responses . These call for different approaches to staff engagement . They heighten the need for empathetic and compassionate approaches to leadership .
Our universities are more corporatised than international competitors and our leaders need to become even more like business managers . The way they lead change , transformation , technology and new business models is under scrutiny . It is clashing with underlying academic culture and convention , and outdated governance models .
The needs of learners , and how they learn , are transformed . But institutions are struggling to keep up with change in learning needs and expectations . Markets for online , offshore and lifelong learning are only beginning to be understood by a sector clinging to models from the past .
Our future research is the most uncertain part of our range of activities . While the value of research was demonstrated more clearly than ever before , in overcoming a pandemic , our means of funding it remains unresolved . We see external engagement with partners , industry and communities as a pressing priority for research , and our learning and learners . But models for funding and operating partnerships are immature , and go beyond commercialisation .
WHERE ARE WE HEADING ? Our leaders are justifying to staff and councils that they are doing enough to manage change and ensure short-term survival . There is a sense that the sector is aiming to buy time to work out what to do , and asking government for help . The prospect appears slim .
We are heading for significant change in models of funding , learning , engaging and partnering . It will call for changes in strategy , culture , how we engage staff , students and partners , and do research . It will lead to different ways in which reputations will be built . It will be a real and lasting threat to many , but a great opportunity to many more . Professor Duncan Bentley , VC at Federation University . “ Our refresh strategy is to enable us to power our way out of a period which many of us would rather forget .”
HOW DO WE GET THERE ? Such a radical destination for the sector , leaders , staff , students and institutions calls for new paradigms of leadership and academic work . We need empathetic entrepreneurs that engage in partnerships utilising new ways of working , pursuing business models fit for the future . It is a game changer for the pecking orders of institutions and a genuine disruptor of learning approaches and program offerings enabled by breakthrough technologies and new models of learning requiring new pricing models .
And it is a seismic disruption in how we will live , work , learn , research and engage with each other that will create change and opportunity for those that embrace it . This will apply to every student , staff member and institution . And it will have great and lasting impact on what it means to be a leader in higher education .
WHAT DO WE NOW NEED IN OUR LEADERS ?
These changes call for new forms , styles , qualities and approaches to university leadership . The future leader will lead innovation and transformation , have an entrepreneurial mindset , and be a great communicator . It will be as leaders of people that they will most successfully be technology and business model strategists , and facilitators of external partnerships .
They will take different paths to become our leaders than the conventional route through academic hierarchies . And they will need to surround themselves with skills and teams to ensure the culture and leadership team embraces all five new priorities for the path ahead . This includes edtech and other partnerships , specialist input , and facilitation of internal innovation activities across these five priorities . This will be vital as a means of staying in touch with an increasingly fastchanging sector and retaining a competitive position . Professor Lynn Bosetti , professor of higher education UBC Canada . “ There is enormous pressure on university leaders communicating what the current plan is and , what the future will be .”
Higher education is changing for good . It is about to embrace transformed experiences for staff , students and partners through leaders who make the choice , to take the chance to change the higher education world . For a sector that has such purpose in changing people ’ s lives , it will need great people leaders to make it happen . ■
Martin Betts is emeritus professor at Griffith University and co-founder of HEDx .
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