Siobhan Savage as CEO of Reejig outlines an opportunity for universities to target new revenue streams. This arises from the lifelong learning needs of how the world of work has changed. In a conversation with Dr Nora Koslowski of MBS she explains how Reejig is changing how talent is being managed in global business and the opportunity it creates for learning providers.
With all higher education providers under pressure, and 75% of them in Australia in deficit, capitalising on opportunities from this displacement in skills needs is a competitive opportunity. It is meeting society, people and economic needs and the opportunity costs of not acting are acute. With domestic demand possibly in terminal decline, not making this change would be missing the moment and there is a great leadership opportunity to embrace it. Can any university afford to waste the potential of new income streams and new ways of doing business?
Professor Aleks Subic as Vice Chancellor of Aston University unveils the new “Aston 2030” strategy from the heartland of the first industrial revolution. Partnerships with tech companies that are driving Industry 4.0 are central to plans to bring Higher Education 4.0 to the inclusive and transformational benefit of all.
Professor Aleks Subic as Vice Chancellor of Aston University unveils the new “Aston 2030” strategy from the heartland of the first industrial revolution. Partnerships with tech companies that are driving Industry 4.0 are central to plans to bring Higher Education 4.0 to the inclusive and transformational benefit of all.
Professor Martin Bean of the Bean Centre joins the podcast with co-host Sue Kokonis Chief Academic Officer of OES to discuss his new book “Toolkit for Turbulence” with practical advice for leaders managing ambiguity in higher education.
In today’s changing world, the synergy between education and technology has become a guiding principle and a central goal for contemporary university leaders. This convergence reflects the evolving expectations of students and has taken a prominent role in university strategies and broader global policy ambitions. While it offers immense potential, it also presents a profound challenge for a new generation of leaders who must navigate this terrain in an increasingly ambiguous and turbulent environment.
A new book, The New Learning Economy: Thriving Beyond Higher Education, has investigated the changing landscape of Australia’s tertiary economic model and commitments to lifelong learning.
This book sets out an agenda for how global higher education can embrace change. It makes the case and shows the way for how applying innovation and technology, as part of strategies in new policy contexts, can deliver transformed equity outcomes for global learners. The book arises from interviews with 50 leaders of universities, employers, technology companies and of policy bodies leading global higher education.
Higher education is far from the omni-channel model at present. Many universities have established sophisticated online offerings often in partnership with EdTech providers. Some of the universities that have got closest to an omni-channel model have established sophisticated learning innovation units and strong partnerships with EdTech eco-systems. But the challenge of integrating that offering with their on campus and face to face models of delivery, and the systems that sit across the two, are significant.
Professor Ann Kirschner, Interim President of Hunter College at City University of New York shares thoughts of how far all universities are away from omni-channel delivery of learning as she considers responses being considered to the Great Upheaval in Higher Education.
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