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TRANSFORMING UNIVERSITIES
WITH STRATEGIC INTELLIGENCE
DR SAM NIELSEN, DIRECTOR, STRATEGIC INTELLIGENCE, QUT
STRATEGIC INTELLIGENCE – SIX IDEAS
Transformation
Intelligence multiplied
Horizons
Prescience
Intelligence multiplied
SOME CHALLENGES TO TRANSFORMING
HIGHER EDUCATION WITH DATA
Large scale
Strategic data was
formal data
Easy to drown in
data
Data science not typical in history
Knowledge ubiquitous
and unbounded
STRATEGIC INTELLIGENCE
STRATEGY
A high level plan to achieve
goals under conditions of uncertainty
INTELLIGENCE
To comprehend or perceive
Constructed
Collective
INTELLIGENCE TESTING
CONNECTED COGNITION
CHANGED ROLE FOR UNIVERSITIES
X
BUILDING BLOCKS TO MULTIPLY INTELLIGENCE
X
STRATEGIC INTELLIGENCE Χ
STRATEGIC INTELLIGENCE APPROACH
Evidence-driven,
strategic, shared
discussions
Data
Data
Data
Opportunity
Leadership driven
Small & smart team
Strategic opportunity
Prioritise
Innovation and creativity
Retain capacity for new work
Partner and motivate
Porous walls for knowledge
Vision future & path forward
Construct evidence
Bricolage & many facets
Methodically synthesise
Remove excess noise
Integrate into guidance
ROI Transform
AMBIDEXTROUS STRATEGY
Institutional
intelligence
seeks solutions
and innovation
Performance-
driven focus
SOME IMPORTANT CAPABILITIES AND ATTRIBUTES
SensemakingDisciplinary
agilitySocial
intelligence
New literacies Ethical compass Value diversity
STRATEGIC GUIDANCES
Sources include:
• Corporate reviews
• Institutional research
• Research
• Surveys
• Key external reports
• Systems
• Benchmarking
• Analytics
• Analyses
• AI and machine learning
INSIGHTS STRATEGIC GUIDANCEEVIDENCE
“QUT IS A MAJOR AUSTRALIAN UNIVERSITY THAT AMBITIOUSLY POSITIONS ITSELF AS A UNIVERSITY FOR THE REAL WORLD OF TODAY AND TOMORROW.”
QUT BLUEPRINT 5
VALUING DATA IN BLUEPRINT 5
BLUEPRINT 5
WATSON
PERSONALITY
ASSESSMENT
BLUEPRINT 5
WATSON A.I.
PERSONALITY
ASSESSMENT
SUCCESS
NARRATIVES
SECTOR NARRATIVE
SOME PRIORITIES IN 2017
EVIDENCE
THE RIGHT CHOICES NEED INFORMATION THAT IS ACCURATE,
USEFUL, ACTIONABLE AND AVAILABLE WHERE AND WHEN NEEDED
TRANSFORMATIVE MESSAGES
STREAMS OF STRATEGIC INTELLIGENCE
BEHAVIOURAL
INSTITUTIONAL (RETHINK)
STRATEGIC INTELLIGENCE
COGNITIVE (MATURING)
BIG DATA: UNDERSTANDING OUR STUDENTS
Location logs
Systems useComputer
Labs
SIGNALS BEHAVIOURS INSIGHTS
HOW AND WHEN STUDENTS ENGAGE
BUILDING USE
USE OF CAMPUS
GLOBAL AND CONTINUOUS ENGAGEMENT
Monday Tuesday Wednesday Thursday Friday Saturday Sunday
Not Detected 23% 21% 24% 30% 36% 60% 47%
On Campus Only 16% 19% 22% 25% 19% 5% 4%
Off Campus Only 34% 30% 28% 24% 29% 33% 47%
Mixed Mode 27% 29% 25% 20% 16% 2% 2%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
% o
f Stu
dent
s
WEEKLY ENGAGEMENT OVER
SEMESTER – BACHELOR STUDENTS
Week
# o
f st
udents
LECTURE ATTENDANCE
Note: Bachelor degree; Semester 1 attendance rate (conservative) at timetabled classes
PHYSICAL AND DIGITAL ENGAGEMENT
Full-time Bachelor Degree Part-time Postgraduate Degree
LEARNER PROFILE
PREDICTING STUDENT BEHAVIOUR
Analytics
informed
contact lists
for student
success
projects
REAL WORLD IMPACT
FOUNDERS LEADERS
PARTICIPANTS CITIZENS
NETWORKS
WORK INTEGRATED LEARNING
WHAT EMPLOYERS VALUE
Ability to work well in a team environment
Good interpersonal / communication skills
Good written communication skills
Shows initiative Passion & attitude Critical reasoning
Analytical skills Problem solving skills Academic results
Cultural and value fit Emotional intelligence Teamwork
Leadership skills Integrity and trustGood technical
knowledge in area
Sources: Graduate Outlook Survey, AAGE High Flyers Survey, Footprints Market Research, Employers
GRADUATE SKILLS
Source: LinkedIn Alumni Data, May 2017 (Early = Graduates from 1991-1994; Recent are from 2012-2016)
AUTOMATION
Low
likelihood
39%
Medium
likelihood
20%
High
likelihood
41%
Likelihood of automation of
QUT course destinations in
next 20 years
COURSE QUALITY
TRANSFORMATION
REAL DIFFERENCE
EVIDENCE PRESCIENCE
CURRENT STATE AND FUTURE SCENARIOS
• Accurate and articulate sense of current state
• Evidence-based awareness of potential
• Breadth and depth of future scenarios
• Anticipating for plans, disruption and opportunity
• Locate and understand examples of future as applicable
• Extend senses. Optimally process. Prescience of choice.
Action.
Horizons
MEGATRENDS, OPPORTUNITY AND DISRUPTION
(INSTITUTION, SECTOR AND SOCIETAL)
HORIZONS
Strategic intelligence aims for purposeful advantage
Universities have tended to “wire up” pathways for decision-
making
New ways of sensing, processing and making choice are
available and needed in this era
Evidence outperforms attitude
The vibrance of youth and evidence can help excel
Thank you
for listening