The Leadership Imperative: Developing a Successful Micro-credentials Implementation Strategy
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Invited presentation at Micro-credentials Masterclass, International Micro-credentials Summit, Castelldefels, Barcelona, 23rd March 2023.
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The Leadership Imperative: Developing a Successful Micro-credentials Implementation Strategy
- 1. Professor Mark Brown Dublin City University Barcelona https://www.deviantart.com/tag/loneranger 23rdh March 2023
- 2. 2023
- 3. 2023
- 7. Dual Mode University • 20,000 campus students • 17,000 online students • 1,000 worldwide students
- 10. Are micro-credentials right for my institution? If yes… 2. What type of institutional leadership is required? 1. How do you plan to strategically position them? 3. What type of internal structures are required? 4. What type of business models are required? 5. What could possibly go wrong?
- 11. 1. How do you plan to strategically position them? Spain EU Average What are your strategic drivers?
- 12. Drivers Attractors Micro- credential Force Field Analysis Future of Work Increase Employability New Revenue Skill Gaps Lifelong Learning Restraining Force 1 •Example text •Fill in your own •Example text Online Learning 1. How do you plan to strategically position them? Restraining Force 1 •Example text •Fill in your own •Example text Value of CPD COVID Crisis Knowledge Economy Knowledge Society Why?
- 14. 1. How do you plan to strategically position them? Where do they fit? Credit-bearing or not? Stackable or not? Size? Cost?
- 15. 2. What type of institutional leadership is required? Photo by Annie Spratt on Unsplash “Get the right people on the bus and in the right seats” (Clayton Christensen, 2015)
- 16. 2. What type of institutional leadership is required?
- 17. “We found that effective leaders listen, link, leverage and then lead, in that order” (Fullan & Scott, 2009, p. 97). 2. What type of institutional leadership is required?
- 19. Sets priorities Is outcomes focused Is evidence based Makes clear who is responsible Is strategically networked Engages all staff across the organisation Is accountable Is transparent Zooms in and out Shares ownership and development plans with faculties Manages the risks and rewards of strategic partnerships Is strongly team-focused, pacesetting and transformative 2. What type of institutional leadership is required? 12 Principles for a Micro-credential Leadership Culture (adapted from Fullan & Scott, 2009)
- 20. 2. What type of institutional leadership is required? Who provides governance? Photo by Benjamin Child on Unsplash
- 21. 3. What type of internal structures are required?
- 22. • Mainstreams • Part of normal work • Strong alignment to macro-credentials WEAKNESSES WHAT ARE YOUR OPTIONS? S O W T INTEGRATE INTO THE NORMAL FACULTY STRUCTURES AND DELIVERY MODEL STRENGTHS CURRENT STRUCTURES • Less flexibility • Added workload • Limited disruption to normal business H1 Innovation How do you decide? 3. What type of internal structures are required? (Brown, 2022)
- 23. • Mainstreams • Part of normal work • Strong alignment to macro-credentials WEAKNESSES WHAT ARE YOUR OPTIONS? S O W T INCORPORATE INTO A CENTRAL DIGITAL EDUCATION SUPPORT UNIT INTEGRATE INTO THE NORMAL FACULTY STRUCTURES AND DELIVERY MODEL STRENGTHS CURRENT STRUCTURES • Less flexibility • Added workload • Limited disruption to normal business • Greater coordination • Builds on current expertise • Reduced burden placed on academic staff STRENGTHS WEAKNESSES • Less flexibility • Added workload • Limited disruption to normal business H1 Innovation H1 Innovation How do you decide? 3. What type of internal structures are required? (Brown, 2022)
- 24. • Mainstreams • Part of normal work • Strong alignment to macro-credentials NEW STRUCTURES WEAKNESSES ESTABLISH A PROFESSIONAL AND CONTINUING EDUCATION UNIT WHAT ARE YOUR OPTIONS? S O W T INCORPORATE INTO A CENTRAL DIGITAL EDUCATION SUPPORT UNIT INTEGRATE INTO THE NORMAL FACULTY STRUCTURES AND DELIVERY MODEL STRENGTHS CURRENT STRUCTURES • Less flexibility • Added workload • Limited disruption to normal business • Greater coordination • Builds on current expertise • Reduced burden placed on academic staff STRENGTHS WEAKNESSES • Less flexibility • Added workload • Limited disruption to normal business • Specialist services • Clear business owner • Common business and resource allocation model WEAKNESSES STRENGTHS • Faculty disconnect • Leveraging industry links • Weaker nexus between research and teaching H1 Innovation H1 Innovation H2 Innovation How do you decide? 3. What type of internal structures are required? (Brown, 2022)
- 25. • Mainstreams • Part of normal work • Strong alignment to macro-credentials NEW STRUCTURES WEAKNESSES ESTABLISH A PROFESSIONAL AND CONTINUING EDUCATION UNIT WHAT ARE YOUR OPTIONS? S O W T CREATE A COMPLETELY SEPARATE STANDALONE BUSINESS UNIT INCORPORATE INTO A CENTRAL DIGITAL EDUCATION SUPPORT UNIT INTEGRATE INTO THE NORMAL FACULTY STRUCTURES AND DELIVERY MODEL STRENGTHS CURRENT STRUCTURES • Less flexibility • Added workload • Limited disruption to normal business • Greater coordination • Builds on current expertise • Reduced burden placed on academic staff STRENGTHS WEAKNESSES • Less flexibility • Added workload • Limited disruption to normal business • Specialist services • Clear business owner • Common business and resource allocation model WEAKNESSES STRENGTHS • Faculty disconnect • Leveraging industry links • Weaker nexus between research and teaching • Greater flexibility • Adopts a commercial business model • Easier to establish return on investment WEAKNESSES STRENGTHS • Little cross subsidisation • Outside of normal business • Loss of academic ownership H3 Innovation H1 Innovation H1 Innovation H2 Innovation How do you decide? (Brown, 2022) 3. What type of internal structures are required?
- 26. 4. What type of business models are required?
- 27. 4. What type of business models are required?
- 28. • What are the risks? • What are the real costs? • Do you need to plan for an exit strategy? 5. What could possibly go wrong?
- 30. “Micro-credentials should be in the service of big ideas, not as a big idea in itself” (adapted from Barnett, 2011)
- 31. Vision… Photo by Ben Griffiths on Unsplash