TRANSFORMING UNIVERSITIES WITH STRATEGIC INTELLIGENCE DR SAM NIELSEN, DIRECTOR, STRATEGIC INTELLIGENCE, QUT

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Beryl Wood
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1 TRANSFORMING UNIVERSITIES WITH STRATEGIC INTELLIGENCE DR SAM NIELSEN, DIRECTOR, STRATEGIC INTELLIGENCE, QUT

2 STRATEGIC INTELLIGENCE SIX IDEAS Intelligence multiplied Prescience Transformation Horizons

3 Intelligence multiplied

4 SOME CHALLENGES TO TRANSFORMING HIGHER EDUCATION WITH DATA Easy to drown in data Strategic data was formal data Data science not typical in history Knowledge ubiquitous and unbounded Large scale

5 STRATEGIC INTELLIGENCE INTELLIGENCE STRATEGY To comprehend or perceive Constructed Collective A high level plan to achieve goals under conditions of uncertainty

6 INTELLIGENCE TESTING

7 CONNECTED COGNITION

8 CHANGED ROLE FOR UNIVERSITIES

9 BUILDING BLOCKS TO MULTIPLY INTELLIGENCE X

10 STRATEGIC INTELLIGENCE Χ X

11 STRATEGIC INTELLIGENCE APPROACH Opportunity Leadership driven Small & smart team Strategic opportunity Prioritise Data Data Data Innovation and creativity Retain capacity for new work Partner and motivate Porous walls for knowledge Evidencedriven, strategic, shared discussions Vision future & path forward Remove excess noise Construct evidence Integrate into guidance Bricolage & many facets ROI Methodically synthesise Transform

12 AMBIDEXTROUS STRATEGY Performancedriven focus Institutional intelligence seeks solutions and innovation

13 SOME IMPORTANT CAPABILITIES AND ATTRIBUTES Sensemaking Disciplinary agility Social intelligence New literacies Ethical compass Value diversity

14 STRATEGIC GUIDANCES EVIDENCE Sources include: Corporate reviews Institutional research Research Surveys Key external reports Systems Benchmarking Analytics Analyses AI and machine learning INSIGHTS STRATEGIC GUIDANCE

16 VALUING DATA IN BLUEPRINT 5 QUT IS A MAJOR AUSTRALIAN UNIVERSITY THAT AMBITIOUSLY POSITIONS ITSELF AS A UNIVERSITY FOR THE REAL WORLD OF TODAY AND TOMORROW. QUT BLUEPRINT 5

17 BLUEPRINT 5 WATSON A.I. BLUEPRINT 5 PERSONALITY ASSESSMENT WATSON PERSONALITY ASSESSMENT

18 SUCCESS

19 NARRATIVES

20 SECTOR NARRATIVE

21 SOME PRIORITIES IN 2017

22 EVIDENCE

23 THE RIGHT CHOICES NEED INFORMATION THAT IS ACCURATE, USEFUL, ACTIONABLE AND AVAILABLE WHERE AND WHEN NEEDED

24 TRANSFORMATIVE MESSAGES

25 STREAMS OF STRATEGIC INTELLIGENCE BEHAVIOURAL STRATEGIC INTELLIGENCE INSTITUTIONAL (RETHINK) COGNITIVE (MATURING)

26 BIG DATA: UNDERSTANDING OUR STUDENTS SIGNALS BEHAVIOURS INSIGHTS Location logs Systems use Computer Labs

27 HOW AND WHEN STUDENTS ENGAGE

28 BUILDING USE

29 USE OF CAMPUS

Detected 23% 21% 24% 30% 36% 60% 47% On Campus Only 16% 19% 22% 25% 19% 5% 4%

30 % of Students GLOBAL AND CONTINUOUS ENGAGEMENT 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 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%

31 # of students WEEKLY ENGAGEMENT OVER SEMESTER BACHELOR STUDENTS Week

32 LECTURE ATTENDANCE Note: Bachelor degree; Semester 1 attendance rate (conservative) at timetabled classes

33 PHYSICAL AND DIGITAL ENGAGEMENT Full-time Bachelor Degree Part-time Postgraduate Degree

34 LEARNER PROFILE

35 PREDICTING STUDENT BEHAVIOUR Analytics informed contact lists for student success projects

36 REAL WORLD IMPACT FOUNDERS LEADERS PARTICIPANTS CITIZENS

37 NETWORKS

38 WORK INTEGRATED LEARNING

39 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 trust Good technical knowledge in area Sources: Graduate Outlook Survey, AAGE High Flyers Survey, Footprints Market Research, Employers

40 GRADUATE SKILLS Source: LinkedIn Alumni Data, May 2017 (Early = Graduates from ; Recent are from )

41 AUTOMATION Likelihood of automation of QUT course destinations in next 20 years High likelihood 41% Low likelihood 39% Medium likelihood 20%

42 COURSE QUALITY

43 TRANSFORMATION

44 REAL DIFFERENCE

47 EVIDENCE PRESCIENCE

48 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.

49 Horizons

50 MEGATRENDS, OPPORTUNITY AND DISRUPTION (INSTITUTION, SECTOR AND SOCIETAL)

51 HORIZONS Strategic intelligence aims for purposeful advantage Universities have tended to wire up pathways for decisionmaking 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

52 Thank you for listening

Programme Specification

Programme Specification Title: Crisis and Disaster Management Final Award: Master of Science (MSc) With Exit Awards at: Postgraduate Certificate (PG Cert) Postgraduate Diploma (PG Dip) Master of Science