Massive cut in Britain — from InsideHigherEd.com

Government funding for higher education in Britain is to be cut by 40 percent over four years, suggesting that public funding for teaching in the arts, humanities and social sciences may come to an end.

The Comprehensive Spending Review unveiled Wednesday includes a reduction in the higher education budget of £2.9 billion – from £7.1 billion to £4.2 billion – by 2014-5.

The Treasury says in a statement that the Department for Business, Innovation and Skills, which oversees higher education, will “continue to fund teaching for science, technology, engineering and mathematics (STEM) subjects.”

However, no mention is made of other subjects.

CIOs are change agents for a more collaborative, virtual workplace — ASTD.org

(From PRNewswire) — Cognizant, a leading provider of consulting, technology, and business process outsourcing services, announced today the results of a research report, “Next-Generation CIOs: Change Agents for the Global Virtual Workplace.” The Economist Intelligence Unit conducted the research across Europe and North America and wrote the report, in cooperation with the Cognizant Business Consulting practice.

The report reveals the CIO’s role in restructuring how work is done throughout the organization.  Among the more than 400 survey respondents, mostly CIO, CEO, vice president, and director-level, those who are moving toward more virtual, collaborative teams are benefitting from increased innovation, more effective talent recruitment and retention, and higher productivity. One in six said their companies are already seeing these results, and another one-fifth expect to garner benefits within a year.

A World to Change — Stephen Downes at the Huffington Post

It is time for a new kind of B-school: Blair Sheppard, Dean, Fuqua Business School — from MBAUniverse.com (original item from deanstalk.net)

As the world recovers from the crisis, B-schools need to adapt and change to serve the new realities. It is time for a new kind of B-school. That’s the message from Dr Blair Sheppard, Dean, Fuqua Business School, Duke University, USA, while speaking at the 3rd International Business School Shanghai Conference, hosted by the Antai College of Economics and Management, Shanghai Jiao Tong University in Shanghai, China on Monday, October 18, 2010.

Said Dr Sheppard, “Given the massive changes in the way business works today, compared to how things were 20 years back, it is clear that it’s time for a new kind of B-school. We need to reinvent MBA education, else we will become increasingly irrelevant.”

Dr Sheppard highlighted four key pillars of the new MBA model. He said that B-schools need to move from:

— Regionally based, to Global in form and spirit
— Isolated from the University, to Linked across the university
— Focused on Daytime MBA, to offering full suite of offerings
— From ‘disciplined-based’, to engaging the fundamental issues confronting the world

RSA Comment with Sir Ken Robinson - October 2010

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EDUCAUSE 2010 Day 2: Hamel, Gates, lecture capture, and tough publishers — from InsideHigherEd.com by Joshua Kim

From DSC:
Especially of interest here to me was the item about TechSmith and Sonic Foundry…veerrry interesting. Also, administrators, deans, and department chairpersons NEED to hear Hamel’s presentation/thoughts. To me, it held some of the most lasting value from any presentation that was offered online yesterday.

Gary emphasized the need for us to keep reinventing ourselves — and I would add, given the pace of change, this is just as true of each of us as individuals as our collective organizations.  He noted the accelerating pace of change, that knowledge itself is changing…and that most organizations today were never built to handle this kind of change. He stressed the need to be more nimble.

The web:

  • Dematerializes
  • Disintegrates
  • Disintermedites
  • Democratizes

Too often organizational change is episodic, convulsive — reacting to a time of crisis. (From DSC: Read…when the organization has been broadsided.)

We are broadsided not because we couldn’t see things coming down the pike, but because those things were not pallatable to us….hmmm…sounds of online learning and web-based collaboration are ringing in my ears…

Try to imagine the unimaginable.




Change Agent — from edweek.org by Anthony Rebora
Will Richardson, a former teacher-turned-tech expert, says schools need to revolutionize teaching and learning to keep pace with societal changes.

Will Richardson at work, speaking to faculty members at Hunterdon Central
Regional High School in Flemington, N.J.  —  Emile Wamsteker

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You’ve written that too many teachers are “un-Googleable.” What do you mean by that and why does it matter?

What I mean is that too few teachers have a visible presence on the Web. The primary reason this matters is that the kids in our classrooms are going to be Googled—they’re going to be searched for on the Web—over and over again. That’s just the reality of their lives, right? So they need models. They need to have adults who know what it means to have a strong and appropriate search portfolio—I call it the “G-portfolio.” But right now—and this is my ongoing refrain—there’s no one teaching them how to learn and share with these technologies. There’s no one teaching them about the nuances involved in creating a positive online footprint. It’s all about what not to do instead of what they should be doing.

The second thing is that, if you want to be part of an extended learning network or community, you have to be findable. And you have to participate in some way. The people I learn from on a day-to-day basis are Googleable. They’re findable, they have a presence, they’re participating, they’re transparent. That’s what makes them a part of my learning network. If you’re not out there—if you’re not transparent or findable in that way—I can’t learn with you.

Also mentioned:

ASU partners with Pearson to expand online learning services — from PRWeb.com
Partnership will enhance the online student experience and reach new students

Arizona State University (ASU) and Pearson today announced an innovative partnership to develop new technology and management services to support ASU’s online students. The agreement will equip ASU with various capabilities designed to maximize learning outcomes through student engagement and retention, as well as increase overall course offerings. It will enable the university to reach potential students around the country who are not served by brick and mortar or other online institutions.

“When it comes to learning online, there is a direct correlation between quality services and student success,” said Philip Regier, Executive Vice Provost and Dean of ASU Online. “The reality is that learning online is very demanding and most students already have family and work responsibilities. The more support they receive, the better their learning outcomes and overall experience will be.”

From DSC:
With the pace of technological innovation and the costs involved in creating engaging, interactive, multimedia-based materials, it seems that such pooling of resources is wise, efficient. That is why I’m a fan of
consortiums and pooling resources. This type of thing also quickly brings TEAMS of people together.

Reinventing management for a networked world — one of topics/presentations at Educause 2010

From DSC:
The following summary of this presentation is a powerful message that I’m looking forward to hearing (emphasis mine):

Over the past decade, the Internet has had a profound impact on just about every organization around the world. It has enabled dramatic efficiency gains in core processes and has radically changed service delivery in industries as diverse as education, financial services, publishing, and entertainment.

However, the greatest impact of the Internet is likely to come over the next decade as it starts to reshape the traditional management processes and structures that are used to run large-scale institutions. The management practices found in most organizations today trace their roots back to the Industrial Age or to medieval religious orders. While this model was well suited to a world requiring conformance and discipline, it is woefully inadequate and even toxic in today’s world of accelerating change.

To thrive in the years ahead, every organization must become as nimble as change itself—a challenge that will require a fundamental rewiring of our tradition-bound management principles and practices.

Unlike most organizations, the web is a cauldron of innovation; it is extraordinarily malleable and highly adaptable. In these respects, it already exhibits exactly those qualities that will be most critical to organizational success in the years to come.

That’s why the management model of every organization will need to be rebuilt on the fundamental values of the web: freedom, openness, transparency, collaboration, flexibility, and meritocracy. In this provocative and practical presentation, Gary Hamel will lay out a blueprint for “Management 2.0” and outline the steps you can take to help your organization to become as adaptable as the times demand.

Mind Map of the Digital Age — from fastcompany.com by Richard Watson

A new map showing how the digital era is changing our minds and in particular about how new digital objects and environments are re-wiring our brains. Best viewed by people aged 35+ with full-time jobs and teenage kids.

The changing landscape of teaching — from EdReformer.com by Tom Vander Ark

Now that anyone can learn anything and learning professionals can work anywhere, a learning ecosystem is being created around the formal public delivery system—sometimes supporting, sometimes competing, sometimes infiltrating.

Online learning is full and part time option for millions of students.  Massive foundation and government programs are pushing data driven-instruction and teacher evaluation.  The combination of direct intervention and the surrounding web of opportunity means a slow decline in traditional education employment and strong growth in non-traditional roles

Like doctors, lawyers, and accountants, learning professionals can freelance, start a business, build a nonprofit, or join a public delivery system.  Welcome to the new learning landscape.

USA Today focuses on digital content and eliminates 130 jobs — from CTICareerSearch

Like many other print media companies, USA Today has been struggling with declining circulation and decreased revenue in today’s increasingly digitized world.

Also see:

Then see:

BlackBerry crumble: Why RIM is in trouble — from cnn.com

chart_ws_stock_researchinmotionltd.top.png

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BlackBerry’s biggest problem: The app gap (From DSC: RIM didn’t build the infrastructure / ecosystem necessary to compete)
With that in mind, some worry that there are eerie similarities between Research in Motion and Palm, the once-hot smartphone maker that failed to keep up with Apple, Research in Motion and others.

After Palm’s Pre phone flopped, the company’s stock took a nasty dive and some feared that it may not have enough cash to make it for the long-term. Hewlett-Packard finally stepped in and agreed to buy the company earlier this year, however.

Chris Bulkey, an analyst with Technology Research Group in Narberth, Pa., said Research in Motion could suffer the same fate. For now, the company’s sales and profits are still growing, but the pace is slowing.

And without a hot product on the horizon, Bulkey, who has a “sell” rating on the stock, said it’s hard to envision a bright future for Research in Motion.

“Research in Motion sells a commoditized product. There is margin pressure and the revenue growth is weak,” Bulkey said. “Over the long-term, they may need someone to bail them out like HP did with Palm if they see value in the technology.”

From DSC:
Along these lines…I recently received a call from a colleague who mentioned that Novell has recently been pushing their new videoconferencing product…hmmm…WAAAAAYYY too late to the game in my opinion. Here is a company who could have dominated the web-based videoconferencing and collaboration space — had they been able to innovate better and to think just a tad outside their normal LAN box.

If what we are offering in higher ed is a commodity…we had better look out! Times ahead will be very rough indeed. That’s why I have been preaching innovation, change, the dangers of the status quo, planning for the “Forthcoming Walmart of Education” and trying to create a strategy whereby we are not a commodity — as we all must bring something unique and compelling to the table.

http://innovations.helixhighered.com/

HELIX Innovations Collection Press Release

A NEW, CROWDSOURCED RESOURCE FOR HIGHER EDUCATION PRACTITIONERS, RESEARCHERS, AND POLICY MAKERS HIGHLIGHTS POSTSECONDARY INNOVATION
The Higher Education Leadership and Innovation eXchange Launches the HELIX Innovations Collection

Boston, Massachusetts – August 19, 2010 – The Higher Education Leadership and Innovation eXchange announces the launch of their online, crowdsourced resource HELIX Innovations Collection at http://innovations.helixhighered.com. The Innovations Collection is intended to spark conversation about new ideas and promising practices for the next generation of higher education.

“The Collection invites higher education practitioners, researchers, and policy makers to make their voices heard and speak out about potential solutions to the challenges faced by the education field today,” said Jim Woodell, HELIX co-founder. “True innovation is open. We created the HELIX Innovations Collection to allow everyone concerned with improving higher education to share and comment on innovative solutions.”

Applying the interactive potential of Web 2.0 technologies to problems in higher education provides the opportunity to share innovations quickly, identify their potential, and refine them with the help of peers worldwide. Visitors to the Collection can suggest innovative solutions, comment on suggested ideas, and rate an idea’s potential to influence the field along several ‘innovation dimensions’.

“It is our hope that the innovations which receive broad support and fine-tuning by the ‘crowd’ will be picked up by practitioners in the field and discussed, piloted, and perhaps even implemented by their home institutions. We hope that true linkages between and among research, policy, and practice will be forged from such collaborative efforts,” said HELIX co-founder Greg Lamontagne.

About the Higher Education Leadership & Innovation eXchange (HELIX)
HELIX is a networking and information sharing resource for Higher Education research, policy, and practice. Founded in 2010 by Jim Woodell and Greg Lamontagne, HELIX is located in Boston Massachusetts. More information is available at http://www.helixhighered.com.

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