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From a fairly recent e-newsletter from edsurge.com — though I don’t recall the exact date (emphasis DSC):
New England is home to some of the most famous universities in the world. But the region has also become ground zero for the demographic shifts that promise to disrupt higher education.
This week saw two developments that fit the narrative. On Monday, Southern Vermont College announced that it would shut its doors, becoming the latest small rural private college to do so. Later that same day, the University of Massachusetts said it would start a new online college aimed at a national audience, noting that it expects campus enrollments to erode as the number of traditional college-age students declines in the coming years.
“Make no mistake—this is an existential threat to entire sectors of higher education,” said UMass president Marty Meehan in announcing the online effort.
The approach seems to parallel the U.S. retail sector, where, as a New York Times piece outlines this week, stores like Target and WalMart have thrived by building online strategies aimed at competing with Amazon, while stores like Gap and Payless, which did little to move online, are closing stores. Of course, college is not like any other product or service, and plenty of campuses are touting the richness of the experience that students get by actually coming to a campus. And it’s not clear how many colleges can grow online to a scale that makes their investments pay off.
“It’s predicted that over the next several years, four to five major national players with strong regional footholds will be established. We intend to be one of them.”
University of Massachusetts President Marty Meehan
From DSC:
That last quote from UMass President Marty Meehan made me reflect upon the idea of having one or more enormous entities that will provide “higher education” in the future. I wonder if things will turn out to be that we’ll have more lifelong learning providers and platforms in the future — with the idea of a 60-year curriculum being an interesting idea that may come into fruition.
Long have I predicted that such an enormous entity would come to pass. Back in 2008, I named it the Forthcoming Walmart of Education. But then as the years went by, I got bumbed out on some things that Walmart was doing, and re-branded it the Forthcoming Amazon.com of Higher Education. We’ll see how long that updated title lasts — but you get the point. In fact, the point aligns very nicely with what futurist Thomas Frey has been predicting for years as well:
“I’ve been predicting that by 2030 the largest company on the internet is going to be an education-based company that we haven’t heard of yet,” Frey, the senior futurist at the DaVinci Institute think tank, tells Business Insider. (source)
I realize that education doesn’t always scale well…but I’m thinking that how people learn in the future may be different than how we did things in the past…communities of practice comes to mind…as does new forms of credentialing…as does cloud-based learner profiles…as does the need for highly efficient, cost-effective, and constant opportunities/means to reinvent oneself.
Also see:
Addendum:
74% of consumers go to Amazon when they’re ready to buy something. That should be keeping retailers up at night. — from cnbc.com
Key points (emphasis DSC)
“In New England, there will be between 32,000 and 54,000 fewer college-aged students just seven years from now,” Meehan said. “That means colleges and universities will have too much capacity and not enough demand at a time when the economic model in higher education is already straining under its own weight.” (Marty Meehan at WBUR)
Columbus 2020: How this city in Ohio is shaping the future of jobs and preparing the next generation — from thefutureorganization.com by Jacob Morgan
Excerpt:
When asked who is responsible for retraining and upskilling the workers who are displaced to to job automation, Kenny said it should be a combined effort between the community, the major employers, and educational institutions. These major players need to have open and honest discussions to figure out how jobs are changing and what needs to be done to better equip people for the future of work.
Even though there is a large responsibility on the community, employers, and schools, that does not leave the individual employee off the hook. “The need, the velocity of which continued education is going to be required for you to be a competitive employee in the future is going to require a lot of responsibility. So you’re going to be responsible for raising your hand and saying, “I want that training. I’m willing to make a little bit of a time sacrifice to learn that skill to evolve as technologies evolve and continue my career. People that are willing to do that are going to have tremendous opportunity, maybe even greater opportunity than we’ve ever seen before. But those that are unwilling to do that or perhaps don’t have the insight and aren’t given the roadmap around that are going to have a difficult time.”
Instructure: Plans to expand beyond Canvas LMS into machine learning and AI — from mfeldstein.com by Phill Hill
Excerpts:
On the same day as Instructure’s earnings call and release of FY2018 financial results, the company announced the acquisition of Portfolium for $43 million, a small startup focusing on “ePortfolio network, student-centered assessment, job matching capabilities, and academic and co-curricular pathways”.
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Instructure now views itself as a company with a suite of products, and they are much more open to using corporate M&A to build this portfolio.
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We already have analytical capabilities in our Canvas platform. I want to be really clear and delineate the difference between an analytics and reporting capability, and a machine learning and AI platform.
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We have the most comprehensive database on the educational experience in the globe. So given that information that we have, no one else has those data assets at their fingertips to be able to develop those algorithms and predictive models.
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What’s even more interesting and compelling is that we can take that information, correlate it across all sorts of universities, curricula, etc, and we can start making recommendations and suggestions to the student or instructor in how they can be more successful. Watch this video, read this passage, do problems 17-34 in this textbook, spend an extra two hours on this or that. When we drive student success, we impact things like retention, we impact the productivity of the teachers, and it’s a huge opportunity. That’s just one small example. Our DIG initiative, it is first and foremost a platform for ML and AI, and we will deliver and monetize it by offering different functional domains of predictive algorithms and insights. Maybe things like student success, retention, coaching and advising, career pathing, as well as a number of the other metrics that will help improve the value of an institution or connectivity across institutions.
LinkedIn Learning’s 2019 Workplace Learning Report: Key Findings
Excerpt:
In 2019, our survey indicates that talent developers will spend more time finding and closing skills gaps while exploring learner engagement tactics to inspire the modern learner, including the incoming Gen Z workforce.
The shift is on and the stakes are high.
The Future of Leadership Development — from hbr.org by Mihnea Moldoveanu and Das Narayandas
Excerpt:
The need for leadership development has never been more urgent. Companies of all sorts realize that to survive in today’s volatile, uncertain, complex, and ambiguous environment, they need leadership skills and organizational capabilities different from those that helped them succeed in the past. There is also a growing recognition that leadership development should not be restricted to the few who are in or close to the C-suite. With the proliferation of collaborative problem-solving platforms and digital “adhocracies” that emphasize individual initiative, employees across the board are increasingly expected to make consequential decisions that align with corporate strategy and culture. It’s important, therefore, that they be equipped with the relevant technical, relational, and communication skills.
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The good news is that the growing assortment of online courses, social and interactive platforms, and learning tools from both traditional institutions and upstarts—which make up what we call the “personal learning cloud” (PLC)—offers a solution. Organizations can select components from the PLC and tailor them to the needs and behaviors of individuals and teams. The PLC is flexible and immediately accessible, and it enables employees to pick up skills in the context in which they must be used. In effect, it’s a 21st-century form of on-the-job learning.
In this article we describe the evolution of leadership development, the dynamics behind the changes, and ways to manage the emerging PLC for the good of both the firm and the individual.
From DSC:
What they describe as a “personal learning cloud (PLC),” I call pieces of a Learning Ecosystem:
A model for other CS departments to follow? https://t.co/KchlDi2Try
— Chris Kuang (@chris_kuang) February 22, 2019
Joint CS and Philosophy Initiative, Embedded EthiCS, Triples in Size to 12 Courses — from thecrimson.com by Ruth Hailu and Amy Jia
Excerpt:
The idea behind the Embedded EthiCS initiative arose three years ago after students in Grosz’s course, CS 108: “Intelligent Systems: Design and Ethical Challenges,” pushed for an increased emphasis on ethical reasoning within discussions surrounding technology, according to Grosz and Simmons. One student suggested Grosz reach out to Simmons, who also recognized the importance of an interdisciplinary approach to computer science.
“Not only are today’s students going to be designing technology in the future, but some of them are going to go into government and be working on regulation,” Simmons said. “They need to understand how [ethical issues] crop up, and they need to be able to identify them.”
Microsoft’s HoloLens 2: A $3,500 mixed reality headset for the factory, not the living room — from theverge.com by Dieter Bohn
Excerpt:
The HoloLens 2 is only being sold to corporations, not to consumers. It’s designed for what Kipman calls “first-line workers,” people in auto shops, factory floors, operating rooms, and out in the field fixing stuff. It’s designed for people who work with their hands and find it difficult to integrate a computer or smartphone into their daily work. Kipman wants to replace the grease-stained Windows 2000 computer sitting in the corner of the workroom. It’s pretty much the same decision Google made for Google Glass.
“If you think about 7 billion people in the world, people like you and I — knowledge workers — are by far the minority,” he replies. To him, the workers who will use this are “maybe people that are fixing our jet propulsion engine. Maybe they are the people that are in some retail space. Maybe they’re the doctors that are operating on you in an operating room.”
He continues, saying it’s for “people that have been, in a sense, neglected or haven’t had access to technology [in their hands-on jobs] because PCs, tablets, phones don’t really lend themselves to those experiences.”
Also see:
Microsoft is making a new HoloLens headset, called HoloLens 2. But, it’s only getting sold to companies, not consumers. Meant for professionals who work with their hands and not on computers, the new HoloLens has an improved field of view and doesn’t clip as much as the original. Dieter Bohn visited Microsoft’s campus to get an early look at the new HoloLens 2 headset.
Say hello to #HoloLens2. pic.twitter.com/eVBQ9OUeM1
— Microsoft HoloLens (@HoloLens) February 24, 2019
Addendum on 2/28/19:
Microsoft launches HoloLens 2 mixed-reality headset, betting on holograms in the workplace — from cnbc.com by Elizabeth Schulze
Excerpts:
Microsoft unveiled HoloLens 2, an upgraded version of its mixed-reality headset, on Sunday in Barcelona, in a bet that doubles down on the idea that businesses will increasingly use hologram technology in the workplace.
The HoloLens 2 headset will cost $3500 —$1500 less than the commercial price of the first HoloLens device Microsoft released more than four years ago.
Excerpt:
CONCLUSION
This paper has outlined the plethora of new credential types, uses, and modes of delivery. It also has highlighted advancements in assessment. In terms of assessment content, the progression of mastery-based assessments is a distinct departure from the traditional knowledge-based assessment approaches. New assessments are likely to enter the market, as companies see the tremendous growth of competency-based assessments that will be critical and necessary in the future ecosystem described.
Assessments are no longer just a source of grades for gradebooks. They have forged two meaningful bypass routes to seat time in higher education. In the first, competency-based education assessments gate the pace of student progress through the curriculum. In the second, certification by an exam delivers not a grade, but a degree-like credential in a relevant occupation, indicating skill and expertise. For some occupations, this exam-as-credential has already been market validated by employers’ willingness to require it, hire by it, and pay a salary premium for it.
All of these innovations are driving towards a common end. The future learning-to employment ecosystem will be heavily reliant on credentials and assessments. We see:
And, finally, the future ecosystem will depend heavily on online and technology-enabled strategies and solutions. The working learner will turn away from those stringent solutions that require seat time and offer little flexibility. They will drive the market hard for innovations that will lead to consumer-facing marketplaces that allow them a “one-stop shop” approach for working, learning, and living.
The massive market of the working learner/the learning worker is here to stay. The future is that learner. Credentials and assessment will find their own strong footing to help successfully meet both the learners’ needs and the employers’ needs. We applaud this SHIFT. For, it will be an ecosystem that services many more learners than today’s education to employment system serves.
Most coherent report I have read on the erosion of degrees and the rise of assessing-for-work and amassing certifications as the competencies for the modern workplace. Jamai Blivin, of www.innovate-educate.org, and Merrilea Mayo, of Mayo Enterprises, have put in one report the history, current trends and the illogic for many people of paying for a retail bachelor’s degree when abundant certifications are beginning to prove themselves. Workforce and community colleges, this is a must-read. Kudos!
Getting smart about the future of AI — from technologyreview.com by MIT Technology Review Insights
Artificial intelligence is a primary driver of possibilities and promise as the Fourth Industrial Revolution unfolds.
Excerpts:
The Industrial Revolution conjures up images of steam engines, textile mills, and iron workers. This was a defining period during the late 18th and early 19th centuries, as society shifted from primarily agrarian to factory-based work. A second phase of rapid industrialization occurred just before World War I, driven by growth in steel and oil production, and the emergence of electricity.
Fast-forward to the 1980s, when digital electronics started having a deep impact on society—the dawning Digital Revolution. Building on that era is what’s called the Fourth Industrial Revolution. Like its predecessors, it is centered on technological advancements—this time it’s artificial intelligence (AI), autonomous machines, and the internet of things—but now the focus is on how technology will affect society and humanity’s ability to communicate and remain connected.
That’s what AI technologies represent in the current period of technological change. It is now critical to carefully consider the future of AI, what it will look like, the effect it will have on human life, and what challenges and opportunities will arise as it evolves.
Also see:
You’ll no longer need to be an expert in computer science to use AI to do your job efficiently – this is the “democratization” of AI and it’s a trend which will impact more and more businesses going forward.
