TRANSFORMING UNIVERSITIES WITH STRATEGIC INTELLIGENCE · 2017. 7. 19. · WITH STRATEGIC INTELLIGENCE DR SAM NIELSEN, DIRECTOR, STRATEGIC INTELLIGENCE, QUT. STRATEGIC INTELLIGENCE

TRANSFORMING UNIVERSITIES

WITH STRATEGIC INTELLIGENCE

DR SAM NIELSEN, DIRECTOR, STRATEGIC INTELLIGENCE, QUT

STRATEGIC INTELLIGENCE – SIX IDEAS

Transformation

Intelligence multiplied

Horizons

Prescience

Intelligence multiplied

SOME CHALLENGES TO TRANSFORMING

HIGHER EDUCATION WITH DATA

Large scale

Strategic data was

formal data

Easy to drown in

data

Data science not typical in history

Knowledge ubiquitous

and unbounded

STRATEGIC INTELLIGENCE

STRATEGY

A high level plan to achieve

goals under conditions of uncertainty

INTELLIGENCE

To comprehend or perceive

Constructed

Collective

INTELLIGENCE TESTING

CONNECTED COGNITION

CHANGED ROLE FOR UNIVERSITIES

X

BUILDING BLOCKS TO MULTIPLY INTELLIGENCE

X

STRATEGIC INTELLIGENCE Χ

STRATEGIC INTELLIGENCE APPROACH

Evidence-driven,

strategic, shared

discussions

Data

Data

Data

Opportunity

Leadership driven

Small & smart team

Strategic opportunity

Prioritise

Innovation and creativity

Retain capacity for new work

Partner and motivate

Porous walls for knowledge

Vision future & path forward

Construct evidence

Bricolage & many facets

Methodically synthesise

Remove excess noise

Integrate into guidance

ROI Transform

AMBIDEXTROUS STRATEGY

Institutional

intelligence

seeks solutions

and innovation

Performance-

driven focus

SOME IMPORTANT CAPABILITIES AND ATTRIBUTES

SensemakingDisciplinary

agilitySocial

intelligence

New literacies Ethical compass Value diversity

STRATEGIC GUIDANCES

Sources include:

• Corporate reviews

• Institutional research

• Research

• Surveys

• Key external reports

• Systems

• Benchmarking

• Analytics

• Analyses

• AI and machine learning

INSIGHTS STRATEGIC GUIDANCEEVIDENCE

“QUT IS A MAJOR AUSTRALIAN UNIVERSITY THAT AMBITIOUSLY POSITIONS ITSELF AS A UNIVERSITY FOR THE REAL WORLD OF TODAY AND TOMORROW.”

QUT BLUEPRINT 5

VALUING DATA IN BLUEPRINT 5

BLUEPRINT 5

WATSON

PERSONALITY

ASSESSMENT

BLUEPRINT 5

WATSON A.I.

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

INSTITUTIONAL (RETHINK)

STRATEGIC INTELLIGENCE

COGNITIVE (MATURING)

BIG DATA: UNDERSTANDING OUR STUDENTS

Location logs

Systems useComputer

Labs

SIGNALS BEHAVIOURS INSIGHTS

HOW AND WHEN STUDENTS ENGAGE

BUILDING USE

USE OF CAMPUS

GLOBAL AND CONTINUOUS ENGAGEMENT

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%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

% o

f Stu

dent

s

WEEKLY ENGAGEMENT OVER

SEMESTER – BACHELOR STUDENTS

Week

# o

f st

udents

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 trustGood 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

Low

likelihood

39%

Medium

likelihood

20%

High

likelihood

41%

Likelihood of automation of

QUT course destinations in

next 20 years

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 decision-

making

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

Thank you

for listening