Much more elegantly put than I could possibly have done. Have been think precisely this since I joined the sector in 2005 having spent my early career in the private sector.
I like your point on collaborating with students. My nephew is going to York next month and he liked the University because they spoke to him as a student and not to his parents. I understand that parents need to be assured but it’s the student who needs to know that their University is going to provide a good education. It’s still a rare occurrence to consult with students when developing a strategy- it would be nice to see that tide turn.
Absolutely. I ran some focus groups at one University and the student comments were hugely insightful. And touched on all aspects of their experience from the formally accredited modules through to the support services (library, IT, study abroad, student wellbeing), accommodation to their ongoing relationship with their University as alumni.
I think that one problem is that it’s not down to us, but down to committees drawn from the set of us. Meaning that while we’re individually innovative we’re normally institutionally conservative.
And there are some benefits to institutional conservatism … e.g. in avoiding what I think of as the ‘Marconi failure mode’.
I think that there are indeed benefits of institutional conservatism in preserving the values and integrity but we need it to be accompanied by greater individual empowerment.
Agree with much of this (as someone who has worked with the International University sector rather than within it). One aspect that is particularly troubling is how much of the individual brand and mission story of Universities has been handed to the private companies that market league tables. Pursuing International students is honorable but the mechanics are lazy and destructive. There is no easy answer to fixing this issue but the pursuit of partnerships, published works and internationalization to game the league tables is a lazy route to marketing.
I also worked with City Uni on spinning out one of its tech pieces (Ject.Ai / Inject). Developing business /products from research projects is essential but it’s clear that the systems, culture and incentives in place to facilitate this are woefully inadequate and value destroying.
I have been following your posts and wish you all the best in re-engineering the culture. City is a great Institution and deserves the change.
My (modestly successful) experience of spinning out tech was one of the most stimulating, educational and productive of my career. Bringing enterprise into the centre of a university from the periphery will be an important step.
Exciting times. Happy to share experiences if it helps. I also worked with Danny / James Harding at The Times on the digital paywall business... which I think has saved The Times... changing the culture and applying a new approach to legacy businesses is tough but so rewarding. Good luck .. lots of institutions will be studying your journey.
I think what you say chimes with the discourse on decolonising the curriculum. I agree it's down to us but the organisational culture helps to support this. This paves the way nicely ;)
Much more elegantly put than I could possibly have done. Have been think precisely this since I joined the sector in 2005 having spent my early career in the private sector.
I like your point on collaborating with students. My nephew is going to York next month and he liked the University because they spoke to him as a student and not to his parents. I understand that parents need to be assured but it’s the student who needs to know that their University is going to provide a good education. It’s still a rare occurrence to consult with students when developing a strategy- it would be nice to see that tide turn.
Not only do students have a lot they can contribute but their engagement in the process is itself educational.
Absolutely. I ran some focus groups at one University and the student comments were hugely insightful. And touched on all aspects of their experience from the formally accredited modules through to the support services (library, IT, study abroad, student wellbeing), accommodation to their ongoing relationship with their University as alumni.
Nice post.
I think that one problem is that it’s not down to us, but down to committees drawn from the set of us. Meaning that while we’re individually innovative we’re normally institutionally conservative.
And there are some benefits to institutional conservatism … e.g. in avoiding what I think of as the ‘Marconi failure mode’.
I think that there are indeed benefits of institutional conservatism in preserving the values and integrity but we need it to be accompanied by greater individual empowerment.
Agree with much of this (as someone who has worked with the International University sector rather than within it). One aspect that is particularly troubling is how much of the individual brand and mission story of Universities has been handed to the private companies that market league tables. Pursuing International students is honorable but the mechanics are lazy and destructive. There is no easy answer to fixing this issue but the pursuit of partnerships, published works and internationalization to game the league tables is a lazy route to marketing.
I also worked with City Uni on spinning out one of its tech pieces (Ject.Ai / Inject). Developing business /products from research projects is essential but it’s clear that the systems, culture and incentives in place to facilitate this are woefully inadequate and value destroying.
I have been following your posts and wish you all the best in re-engineering the culture. City is a great Institution and deserves the change.
My (modestly successful) experience of spinning out tech was one of the most stimulating, educational and productive of my career. Bringing enterprise into the centre of a university from the periphery will be an important step.
Exciting times. Happy to share experiences if it helps. I also worked with Danny / James Harding at The Times on the digital paywall business... which I think has saved The Times... changing the culture and applying a new approach to legacy businesses is tough but so rewarding. Good luck .. lots of institutions will be studying your journey.
I think what you say chimes with the discourse on decolonising the curriculum. I agree it's down to us but the organisational culture helps to support this. This paves the way nicely ;)