TRANSFORMING UNIVERSITIES WITH STRATEGIC INTELLIGENCE DR SAM NIELSEN, DIRECTOR, STRATEGIC INTELLIGENCE, QUT
STRATEGIC INTELLIGENCE SIX IDEAS Intelligence multiplied Prescience Transformation Horizons
Intelligence multiplied
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
STRATEGIC INTELLIGENCE INTELLIGENCE STRATEGY To comprehend or perceive Constructed Collective A high level plan to achieve goals under conditions of uncertainty
INTELLIGENCE TESTING
CONNECTED COGNITION
CHANGED ROLE FOR UNIVERSITIES
BUILDING BLOCKS TO MULTIPLY INTELLIGENCE X
STRATEGIC INTELLIGENCE Χ X
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
AMBIDEXTROUS STRATEGY Performancedriven focus Institutional intelligence seeks solutions and innovation
SOME IMPORTANT CAPABILITIES AND ATTRIBUTES Sensemaking Disciplinary agility Social intelligence New literacies Ethical compass Value diversity
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
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
BLUEPRINT 5 WATSON A.I. BLUEPRINT 5 PERSONALITY ASSESSMENT WATSON 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 STRATEGIC INTELLIGENCE INSTITUTIONAL (RETHINK) COGNITIVE (MATURING)
BIG DATA: UNDERSTANDING OUR STUDENTS SIGNALS BEHAVIOURS INSIGHTS Location logs Systems use Computer Labs
HOW AND WHEN STUDENTS ENGAGE
BUILDING USE
USE OF CAMPUS
% 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%
# of students WEEKLY ENGAGEMENT OVER SEMESTER BACHELOR STUDENTS Week
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 trust Good 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 Likelihood of automation of QUT course destinations in next 20 years High likelihood 41% Low likelihood 39% Medium likelihood 20%
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 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
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