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CONFIDENTIAL AND PROPRIETARY This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Top Trends, Emerging
Technologies and the Impact on the
Higher Education Ecosystem
Dr. Jan-Martin Lowendahl
#GartnerSYM1 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
"We live at a time when innovations present remarkable opportunities for new forms of education."
— Jane den Hollander,Vice-Chancellor (President)
Deakin University
#GartnerSYM2 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
… It Is in Our DNA …
Your Deceptive Mind: A Scientific Guide to Critical Thinking Skills
— Professor Steven Novella
We Predict all the Time …
… And Enables Us to Adapt
#GartnerSYM3 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
But the Game Is Changing …
No Ordinary Disruption: The Four Global Forces Breaking All the Trends
Richard Dobbs, James Manyika and Jonathan Woetzel
"Reset Your Intuition"
… And the Name of the Game Is Speed …
#GartnerSYM4 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Key Issues
1. Predicting the future
2. Preparing for the future
3. Products in the future
#GartnerSYM5 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Key Issues
1. Predicting the future
2. Preparing for the future
3. Products in the future
"The future is already here —it's just not very evenly distributed."
— William Gibson
Superforecasting
Philip E. Tetlock and Daniel Gardner
#GartnerSYM6 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
1. Competency-Based Education
2. Reinventing Credentials
3. Analytics Everywhere
4. Ranking Race
5. Breaking Boundaries
6. "Revenue" Diversification
7. Increasing Political Intervention
8. Innovative Learning Spaces
9. Personalization
10. Recruiting
Runners Up
– Productivity Metrics
– E-Research
Business Trends (What We See):
1. Student Success
2. Competency-Based Education
3. Reinventing Credits
4. Analytics Everywhere
5. Institution Branding
6. Breaking Boundaries
7. (Re)Thinking Business Models
8. Increasing Political Intervention
9. Innovative Learning Spaces
10. E-Research
Bonus Trends
– Digital (in) Strategy
– Ed-Tech Boom
1. Student Success
2. Reinventing Credits
3. Glocal Competition for Students
4. (Re)-Thinking Business Models
5. Retreating Political Responsibility
6. Competency-Based Education
7. Learning Analytics
8. Data-Driven Decisions
9. Consumerized Expectations
10. E-Research
Bonus Trends
– Race Against the Machine
– An Aging Workforce
7 Retired5 Retained
5 Retired7 Retained
5 New7 Retained
2017 2016 2015
#GartnerSYM7 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
The Higher Education Business Trend Hype Cycle (Conceptual View)
Technology Trigger
Peak of
Inflated Expectations
Trough of Disillusionment
Slope ofEnlightenment
Plateau of Productivity
Time
Expectations
Race Against the Machine
Student Success
Learning Analytics
Analytics Everywhere
Glocal Competitionfor Students
Competency-Based Education
Data-DrivenDecisions
Digital (in) Strategy
Reinventing Credentials
Ranking
(Re)ThinkingBusiness Models
Institutional Branding
Retreating Political Responsibility
ConsumerizedExpectations
Ed-Tech BoomAn Aging Workforce
Breaking Boundaries
"Revenue" Diversification
Increasing Political Intervention
E-Research
Innovative Learning Spaces
Productivity Metrics
Recruiting
Personalization
24 trends to customize in 2017 toolkit!19 trends to customize in 2016 toolkit12 trends to customize in 2015 toolkit
Blockchain in Edu
Tin Can APILi-Fi
VR/AR in Edu.
Bluetooth Beacons
Robotic Telepresence
Exostructure Strategy
MOOC Platforms
Classroom 3D Printing
Affective Computing
Digital Assessment
SaaS SIS
Competency-Based Edu Platforms
Learning Analytics
SIS International Data Interoperability Standards
Institutional Analytics
DevOpsHosted Virtual Desktop Services
Open Microcredentials
Citizen Developers
Alumni CRM
Adaptive E-Textbooks
Big Data in Education
Student Retention CRM
IDaaS
Master DataManagement
Open-Source SIS
Adaptive Learning Platforms
Gamification
Learning Stack
Digital Preservation of Research Data
Wireless as a Service
Integration Brokerage
Mobile Learning Smartphones
Virtual Worlds
SaaS Administration Applications
Cloud HPC/CaaS
E-Textbook
BYOD Strategy
Smart MachineEdu Applications
#GartnerSYM9 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Hype Cycle for Education, 2016 — A CIO Toolbox
From "Hype Cycle for Education, 2016" (G00289614)
more than 10 years
obsolete before plateau
Years to mainstream adoption:
less than 2 years
5 to 10 years
2 to 5 years
InnovationTrigger
Peak of
Inflated Expectations
Trough ofDisillusionment
Slope of EnlightenmentPlateau of
Productivity
time
expectations
As of July 2016
Blockchain in Edu
Tin Can API
Li-Fi
Smart MachineEdu Applications
VR/AR in Edu.
Bluetooth Beacons
Robotic Telepresence
Exostructure Strategy
MOOC Platforms
Classroom 3D Printing
Affective Computing
Digital Assessment
SaaS SIS
Competency-Based Edu Platforms
Learning Analytics
SIS International Data Interoperability Standards
Institutional Analytics
DevOpsHosted Virtual Desktop Services
Open Microcredentials
Citizen Developers
Alumni CRM
Adaptive E-Textbooks
Big Data in Education
Student Retention CRM
IDaaS
Master DataManagement
Open-Source SIS
Adaptive Learning Platforms
Gamification
Learning Stack
Digital Preservation of Research Data
Wireless as a Service
Integration Brokerage
Mobile Learning Smartphones
Virtual Worlds
SaaS Administration Applications
Cloud HPC/CaaS
E-Textbook
BYOD Strategy
A CIO and CxO Toolbox
#GartnerSYM10 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Key Issues
1. Predicting the future
2. Preparing for the future
3. Products in the future
The Evolution of Everything:
How New Ideas Emerge
Matt Ridley
"Nothing can be created out of nothing"
— Lucretius, c. 99 BCE — c. 55 BCE,De Rerum Natura
#GartnerSYM11 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Explaining the Education Digitization-Digitalization Dimension
Digitization Digitalization
"Mashbook"Adaptive E-Textbooks
MOOC —Social Learning
SaaS Administration Applications
E-Book Readers
E-Textbook
CD Spotify/PandoraiTunes
MOOC —Scale
MOOC —Weekly Assignments
Open MicrocredentialsBPO
Napster
ERP
MOOC —Peer Grading
"AI&ML" Advisor
MOOC —Machine LearningEssay Grading
Abstracts Online E-Journals "AI&ML" Discovery AdvisorVirtual PA
An
alo
g
LP
#GartnerSYM12 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Strategic
"Technology"
Map
Newton 1993
iPad 2010
The Power of (Digital) Connections
App Store
Corporate Green Light Hot Spot
People's ChoiceEnabler
Internet
Developer Platform
(Micro)Payment
Memory: ROM 4MB
RAM 640K
Battery 4 AAA
5-10h
PCMCIACPU: ARM610
20 MHz
Modem 9,6K
Screen 336x240 B&WInterface: Pen
Apps
Headphones
Wireless: 802.11a/b/g/n + 3G
Interface: Multi-Touch
Screen 1024x768 Color
Battery Li/Pol
9-10h
Dock/USB
Memory: 64GB
CPU: Apple A4 1GHz
We
Me
n(n - 1)/2Metcalfe's Law
Improves Personal Effectiveness
Imp
rove
s O
rga
niz
ati
on
al
Eff
ec
tive
ne
ss
#GartnerSYM13 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
CIO Agenda 2017: Defining Digital Top Performers
11%17%
28% 29%
12%
3%
Not applicable: Wedo not yet have a
digital initiative
Desire Designing Delivering Scaling Harvesting
Unplugged Late Majority Early Adopters
Q. Which of these best describes the stage of your organization's digitalization efforts?
Very ineffective
Very effective
+Q. How effective is your organization at ...?
Average 4,083,15 2,99
4,16 4,454,55 4,19 3,784,73 4,835,03 5,29
4,875,38 5,29
1234567
Business strategyand planning
Factoring digitalconsiderations into
strategy andplanning
Harvesting resultsfrom digitalization
IT strategy andplanning
IT operations,processes and
project execution
Unplugged (n = 272) Late majority (n = 1,886) Early adopters (n = 369)
Top Performers
7%
Typical Performers
86%
Trailing Performers
7%
=
#GartnerSYM14 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
3%
4%
5%
5%
7%
7%
8%
8%
10%
10%
10%
14%
22%
90%
86%
92%
87%
84%
86%
84%
88%
90%
87%
88%
79%
73%
8%
10%
3%
8%
9%
7%
8%
4%
3%
2%
6%
4%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Education (n=296)
Manufacturing & Natural Resources (n=604)
Transportation (n=103)
Government (n=365)
Wholesale Trade (n=43)
Healthcare Providers (n=70)
Insurance (n=168)
Utilities (n=77)
Communications (n=41)
Retail (n=130)
Banking and Financial Services (n=274)
Services (n=266)
Media (n=49)
Percentage of Respondents
Top Performers Typical Performers Trailing Performers
Top Digital Performers per Industry — No Industry Has a Majority of Mastery — You Still Can Take a Digital Lead
#GartnerSYM15 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
CIO Agenda 2017: Digital Ecosystem Participation Is Growing
Q.Do you think your organization participates in a digital ecosystem?
79%
49%
24%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Top Performers(n = 171)
Typical Performers(n = 2,083)
Trailing Performers(n = 166)
Percentage of Respondents Whose Organizations Participate in a Digital Ecosystem
#GartnerSYM16 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
27
78
143
22
38
78
819
62
0
20
40
60
80
100
120
140
160
Two years ago Today Two years from now
Average (Mean) Number of Important Digital Partners
Top Performers (n = 105) Typical Performers (n = 712) Trailing Performers (n = 24)
CIO Agenda 2017: Digital Ecosystem Partners Are Becoming More NumerousQ.How many important digital partners did your organization have two years ago? Have today? Two years from now?
#GartnerSYM17 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
CIO Agenda 2017: Top Performers Get Bigger Revenue/Budgets
By what percentage do you expect your organization's revenue or overall budget to increase or decrease from 2016 to 2017?
By what percentage do you expect your organization's total spending on IT to increase or decrease from 2016 to 2017?
8,9%
4,6%
3,7%
2,1%1,7%
0,9%
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
Change in Revenue Change in IT Budget
Change in Total Budget/Revenue and IT Budget from 2016 to 2017
Top Performers (n = 156)
Typical Performers (n = 1,888)
Trailing Performers (n = 154)
#GartnerSYM18 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
#GartnerSYM19 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Ecosystem
Mediu
m
Market
#GartnerSYM20 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Please Remember …
"Essentially, all models are wrong, but some are useful."
— George BoxEnglish Statistician, 1919-2013
p. 424 Box, G. E. P., and Draper, N. R., (1987),Empirical Model Building and Response Surfaces,
John Wiley & Sons, New York, NY.
#GartnerSYM21 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
General
Specific
General
Education Ecosystem
Analo
gM
ediu
m
Dig
ital
Create Market Consume
Digital Infrastructure
Digital Exostructure
"Industry" Exostructure
Societal Infrastructure
HEITools/
ServicesSocietyEmployer
EducationProviders
Indirect IndirectDirect
Gen II
HTTP TCP/IP
ASU
USC
Udacity
Lynda.com
Elsevier
Workday
Money Patent
DiplomaProgram
CaliperOpen Badge
Flipkart
Starbucks Citizen
Pell Grants
DoE
CSN
URL HTML SMTP
eT
Blackboard
#GartnerSYM22 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Partnering in the Digital(ized) Education Ecosystem
General
Specific
General
Blockchain
Digital Infrastructure
Digital Exostructure
"Industry" Exostructure
HEITools/
Services SocietyEmployerEducationProviders
Georgia Tech
2U
USC
Lynda.com
ACME Inc.
Starbucks
ASU
AT&T
Societal Infrastructure
UT System
Food Chainvs.
Food Web
Speedand
Personalization
Uni X
Microsoft
Citizen
wadeandwendy.ai
Capgemini
Analo
gM
ediu
m
Dig
ital
Create Market Consume
Indirect IndirectDirect
Flipkart
UdacityUdacity
Salesforce.org
Blockchain
EvAlgo Inc
Sony Education
Open BadgeOpen Badges
#GartnerSYM23 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Partnering in Your Digitalized Education Ecosystem?
Digital Infrastructure
Digital Exostructure
"Industry" Exostructure
HEITools/
Services SocietyEmployerEducationProviders
URL HTTPHTML
SMTP/MIME
GAPE
xAPI
Caliper
QTI
eduPerson
MLO
eT
Open Badge
DNSTCP/IP
Udacity
Georgia Tech AT&T
Pearson
StraighterLine
2U
USC
Lynda.com
EllucianOracle
Canvas
DiplomaProgram
Grant
DoE
Citizen
Money CulturePatent
Courts
Blackboard
ACME Inc
Flipkart
Dublin CoreBologna
Workday
Government
State Government
Starbucks
ASU
PAR CDD
X…
Y…
Z…
Societal Infrastructure
Students Loans, CSN
Blockchain
Sony Education
Uni X
Elsevier
General
Specific
General
Analo
gM
ediu
m
Dig
ital
Create Market Consume
Indirect IndirectDirect
EvAlgo Inc
#GartnerSYM24 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Digital Outpaces Analog in the Education Ecosystem
Digital Infrastructure
Digital Exostructure
"Industry" Exostructure
HEITools/
Services SocietyEmployerEducationProviders
URL HTTPHTML
SMTP/MIME
GAPExAPI
Caliper
QTI
MLO
eT
Open Badge
DNSTCP/IP
Udacity
Georgia Tech AT&T
Pearson
StraighterLine
2U
USC
Lynda.com
BannerPeopleSoft
Canvas
DiplomaProgram
Grant
DoE
Citizen
Money CulturePatent
Courts
Blackboard
ACME Inc
Flipkart
Dublin CoreBologna
Workday
Government
State Government
Starbucks
ASU
PAR CDD
General
Specific
General Societal Infrastructure
Students Loans, CSN
Blockchain
Sony Education
EvAlgo Inc
Uni X
Elsevier
NonzeroRobert Wright
Analo
gM
ediu
m
Dig
ital
Create Market Consume
Indirect IndirectDirect
eduPerson
#GartnerSYM25 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Ecosystem of Ecosystems
#GartnerSYM26 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
A digital ecosystem is a distributed, adaptive, opensocio-technical system with properties of self-organization, scalability and sustainability inspired from natural ecosystems.
— Wikipedia, 2016
www.ted.com/talks/martin_reeves_how_to_build_a_business_that_lasts_100_years
"… Biospheres on average keep expanding into the adjacent possible"
— Stuart Kauffman, Edge.org, 2003
#GartnerSYM27 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Key Issues
1. Predicting the future
2. Preparing for the future
3. Products shaping the future
Rise of the Robots
Martin Ford
"We shape our buildings and afterwards they shape us."
— Winston Churchill
#GartnerSYM28 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
1. Open Microcredentials
2. Digital Assessment
3. Predictive Analytics
4. Adaptive Learning
5. VR/AR Comeback
6. Integration Technologies
7. Institution Video Management
8. Smart Machines
9. Listening and Sensing Tech.
10. Robotic Telepresence
Runners Up:
– Affective Computing
– Maker Spaces
1. Adaptive Learning
2. Predictive Analytics
3. CRM (Enroll., Ret., Alumni)
4. Exostructure
5. Open Microcredentials
6. Digital Assessment
7. Smart Machines
8. OER-Ecosystem(Content Collaboration and Self-Publishing)
9. Listening and Sensing Tech
10. Collaboration Tech.
Bonus Trends:
– MOOC-Enabling Technologies
– Physical Virtual Presence
1. Adaptive Learning
2. (Adaptive) E-Textbooks
3. CRM (Enroll., Ret., Alumni)
4. Big Data
5. Sourcing Strategies (Cloud)
6. Exostructure
7. Open Microcredentials
8. Digital Assessment
9. Mobile
10. Social Learning
Bonus Trends
– MOOCish Technologies
– Cognitive Computing
5 Retired7 Retained
5 Retired7 Retained
5 New7 Retained
2017 2016 2015
Strategic Technologies (What We Think You Should Do):
#GartnerSYM29 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Corporate Green Light Hot Spot
Enabler People's Choice
E-Textbooks
Adaptive LearningCRM (Retention)
CRM (Enrollment)
CRM (Alumni)
PredictiveAnalytics Smart Machines
Digital Assessment Open Microcredentials
Listening andSensing Tech. OER Ecosystem
Exostructure Collaboration Tech.
DirectImpact
We
IndirectImpact
MeDirectImpact
IndirectImpact
Social Learning
Adaptive E-Textbooks
Mobile (Learning)
Mobile(Administration)
SourcingStrategies
BigData
The fundamental question is "Cui bono" — Who benefits?
Marcus Tullius Cicero(106-43 BC)
VR/AR Comeback
IntegrationTechnologies
InstitutionVideoManagement
Robotic TelepresenceAffective Computing
Maker Spaces
22 tech to customize in upcoming 2017 toolkit!
17 tech to customize in 2016 toolkit12 tech to customize in 2015 toolkit
Personal Effectiveness
Org
an
iza
tio
na
l E
ffe
cti
ve
ne
ss
Top Strategic Technologies — The Benefit Map View
#GartnerSYM30 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
"We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next ten. Don't let yourself be lulled into inaction."
— Bill Gates
2004 – Levy and Murnane:
"Driving too complex for
machines alone" 2005 – Stanford team wins 2005 DARPA
Grand Challenge
2008 — Rio Tinto collaboration with Komatsu
America for self-driving trucks, limited environment
2009 — Launch of Google self-driving cars research
2012 — First public discussions of Google Cars, submillimeter resolution roadmaps, lidar sensors
2015 — Tesla Motors and Mobileye, "end-to-end deep network algorithms for sensing and control"
2016 — Reinforcement Learning for
"End-to-End Training of Car" (Nvidia)https://www.youtube.com/watch?v=YuyT2SDcYrU&list
Now: Uber + Volvo/Ford + Pittsburgh …
#GartnerSYM31 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
AIScaling Education — Quantity and Quality!
Adaptive
RoboticPlatforms
Algorithmic Education Evolution!
Combo 1
Combo 2Personalization
Revolution?
Institution-Centered
People-Centered
Data
People
Big Data
Smart MachineEvolution!
Combo 0
Technology-Centered
Technology
#GartnerSYM32 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Deakin student advisor powered by Watson
Smart machines needs to be taught:
1. Dialogue
2. Institution data
3. Personal data
Georgia Tech TA "Jill Watson"
Trained by Georgia Tech researchers on 40,000 postings
from a discussion forum
Pepper robot enrolled in Shoshi High School and LDE UTC
Are You Preparing Your Students for a Future With Machines?
The robot, which can detect human emotions, is hired to:
1. Help students struggling with communication
2. Study English
3. Study robotics
Credit: SoftBank RoboticsCredit: "Deakin University"
The Deakin Genie video: https://video.deakin.edu.au/media/t/0_79c8xn2x
#GartnerSYM33 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Machines of Loving GraceJohn Markoff
Or One Without Humans …?
AI vs. IA
Artificial Intelligencevs.
Intelligence Augmentation S. Levine, P. Pastor, A. Krizhevsky and D. Quillen. "Learning Hand-Eye Coordination for Robotic Grasping With Deep Learning and Large-Scale Data Collection." 2016
#GartnerSYM34 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
"We now face a digital economy wherein our nation depends on highly educated and skilled graduates who are able to embrace the age of smart machines and an age in which
many occupations and jobs will disappear before the end of our next triennium. We must all learn to work with machines
and in the spaces between machines."
— Jane den Hollander, Vice-Chancellor (President)Deakin University
#GartnerSYM35 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Timing Is Everything …
Identify
Strategic
Opportunities
Evaluate
Sourcing
Options
Establish
Replacement
Plans
Begin
Replacement
Source: "IT Market Clock for Higher Education, 2016" (G00308860)
Key Trends
Digitization: From Premise to Cloud
Digitalization: Collecting and Connecting Data to Feed Smart Machines
Higher Education Market Clock 2016
#GartnerSYM36 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Use Gartner's top tens, Hype Cycles and Market Clocks
to understand your context and inform your own institutional view:
– Begin with business trends, align strategic technologies in a timely
fashion and iterate.
Use the ecosystem view to understand your "co-opetition" potential
and risk:
– Especially evaluate how digital is impacting speed and personalization.
Start the algorithmic education evolution to be prepared for the
smart machine revolution:
– Digitization always come before digitalization: so you can start NOW!
Recommendations
#GartnerSYM37 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Recommended Gartner Research
Research Roundup for Top 10 Business Trends and Strategic Technologies Impacting Higher Education in 2017Jan-Martin Lowendahl, Terri-Lynn B. Thayer and Glenda Morgan (G00304276)
Hype Cycle for Education, 2016Jan-Martin Lowendahl (G00289614)
IT Market Clock for Higher Education, 2016Terri-Lynn B. Thayer, Glenda Morgan and Others (G00308860)
Analytics, Assessment and Adaptive Learning Will Prepare You for the Algorithmic Education EvolutionJan-Martin Lowendahl and Glenda Morgan (G00300304)
Deakin University Uses Smart Machines to Innovate Student EngagementNick Ingelbrecht and Jan-Martin Lowendahl (G00300625)
Reinventing Education Credentials Using Blockchain as a Possible Missing Link for the Open Badge InfrastructureJan-Martin Lowendahl and David Furlonger (G00302923)
For more information, stop by Gartner Research Zone.
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CONFIDENTIAL AND PROPRIETARYThis presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Dr. Jan-Martin Lowendahl
Leveraging
Gartner Technology Frameworks
For Agile Component Based
Strategic Planning
40 CONFIDENTIAL AND PROPRIETARY I © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
The Key Issue
f(x y z )
€=People Process
Start Action 1 Decision Action 2 ResultStart Action 1 Decision Action 2 Result
Technologyf(x y z )
€=PeoplePeople Process
Start Action 1 Decision Action 2 ResultStart Action 1 Decision Action 2 Result
Process
Start Action 1 Decision Action 2 ResultStart Action 1 Decision Action 2 Result
TechnologyTechnology
n
41 CONFIDENTIAL AND PROPRIETARY I © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
"Traditional" IT Strategy Template
Executive Summary
Demand Control Supply
Institution Context
Institution Success
Institution Capabilities
IT Contribution
IT Principles
IT Governance
IT Financial Management
Metrics
IT Services
Enterprise Architecture
People
Sourcing
Risks and Issues
Detailed Appendixes
"Plans are useless, but planning is indispensable.“― Dwight D. Eisenhower
"IT Strategy: A CIO Success Kit" (G00166022)
"IT Strategy Template" (G00167280)
Rise to the Leadership Challenge
42 CONFIDENTIAL AND PROPRIETARY I © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Team Sport Tools to Strategize and Prioritize — the Agile Strategic Planning Process
Control
IT Principles
IT Governance
IT FinancialManagement
Metrics
SupplyIT Services
Enterprise Architecture
People
Sourcing
ServPort
Demand
Institution Context
Institution Success
Institution Capabilities
IT Contribution
EducationEcosystem
HEBusModScen
BenMap:Cap
BenMap:Tech
Doing the right thing
Hype Cycle
HE Bus Top 10
Doing things right
ProjPort
ServPort
ServCat
SimServSourcMap
DigMom
Tech Top 10IT-Market Clock
Rise to the Leadership Challenge
STEPLE
43 CONFIDENTIAL AND PROPRIETARY I © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Short –Term Planning Horizon
Mid –Term PlanningHorizon
Long –Term Planning Horizon
Emergent Strategy:Calibration and
continuous learning
Planned Strategy:Cascading goals andcontinuous alignment
BUSINESS STRATEGY
STRATEGIC PLANS
OPERATIONAL PLANS
How the business will compete and succeed in the long term, including a description of
how information and technology will contribute to business success.
The collective plans and tactics of key capabilities, such as information and
technology, marketing, and supply chain, creating the common game plan for
achieving the strategy.
Detailed plans for how teams will contribute to success of the
strategy, including project and capacity plans.
44 CONFIDENTIAL AND PROPRIETARY I © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
”Business Streategy” v2.0
Bus. Capabilities
IT Contribution
Business Context
Business Success
IT Principles
Metrics
Institution Context
Metrics
Strategic Principles
INSTITUTION STRATEGY
Institution Objectives, Goals, and Strategies
Strategic Choices
Institution
Capabilities
People and Culture
Information and Technology
Ecosystem
45 CONFIDENTIAL AND PROPRIETARY I © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Toward A Complete Adaptive Strategic Planning Process
Institution Context
Business Models/Moments
Institution Capabilities
Technology Context
Technology Profiles
Digital Strategy
Ana/Dig Ecosystem
Scenario Planning
Capability Benefit Maps
Top 10 Biz Trends
Education Ecosystem
Hype Cycle
Top 10 Tech Trends
Tech Benefit Maps
MQs
9
2
8
7
6
5
4
3
2
1
Digital Moments
IT Market Clock
PMOServicesSourcing