Transforming your Organisation into an e-Organisation Professor J C Taylor Deputy Vice-Chancellor (Global Learning Services) The University of Southern Queensland Australia

1982 ICDE Conference in Vancouver: “Technology’s the answer, but what is the question?” Today, the technology has changed, but the question hasn’t.

Joseph Schumpeter (1934) predicted that every 50 years or so, technological revolutions would cause "gales of creative destruction” in which old industries would be swept away and replaced by new ones.

The transition from the Industrial to the Information Age was encapsulated by Dolence and Norris (1995), who argued that to survive organisations would need to change from rigid, formula driven entities to organisations that were “fast, flexible and fluid”. Fast, Flexible and Fluid

Slow, stodgy and solidified? Institutional Inertia Is your organisation fast, flexible and fluid?

Assuming your organisation is not “fast, flexible and fluid?” n Two approaches to change management. n Conflicting advice from the experts.

The Innovator’s Dilemma (Clayton Christensen) n The very business practices that enabled corporations to become successful in existing markets actually worked against these companies when they forced disruptive technological innovations. n His recommendation: Set up entrepreneurial subsidiaries that focus exclusively on new market opportunities.

“Brick-and-mortar institutions do best by integrating the power of their existing presence with the power of Web customer service and satisfaction.” The idea of “clicks and mortar”, coined by Schwab’s CEO, Dave Pottruck, is simple but important: “Clicks and Mortar”

Trying to change a university is like trying to move a graveyard --- it is extremely difficult and you don’t get much internal support. Organisational Inertia

Why should universities change? Increasing competition on a global scale. Organisational Challenge

Increasing Competition Unext (Business education only) n London School of Economics and Political Science n University of Chicago n Carnegie Mellon University n Columbia University n Stanford University

Increasing Competition The Higher Education Funding Council and the Department of Education and Employment has asked Treasury to provide an extra £100 million (AU$260 million) to fund the e-University. Britain’s e-University

Increasing Competition Cambridge University’s business school has joined forces with FT Knowledge, part of the global communications group Pearson plc, to offer this new degree from September The Cambridge e-MBA

791 years ago Cambridge University passed a rule requiring all students to reside in the town of Cambridge, England. Last year that rule was revoked. The 800 year-old rulebook had to be altered to make way for the university’s first Internet-enabled program, the global e-MBA. Fast, Flexible and Fluid?

Increasing Competition n offers more than 1,000 online courses and has enrolled over 12,000 students. UCLA’s OnlineLearning.net n offers 1,000 American Airlines frequent flyer points when you enrol in an online course.

n London School of Economics and Political Science n Cambridge University Press n The British Library n New York Public Library n Columbia University n Smithsonian Institute’s National Museum of Natural History The following six institutions will invest AU$133 million to create an online library: Online Library: Fathom.com

Book publishing may again become a cottage industry: n Charles Dickens sold his novels, chapter by chapter, in his own magazine, “Household Words”. n Stephen King recently offered his new 16,000 word ghost story, “Riding the Bullet”, for exclusive sale via the Internet at US$2.50 per copy. n Readers were able to download the text onto their computers or e-books. n King sold 400,000 copies during the first day.

e-Publishing n Frederick Forsyth will publish five short stories online from mid-October URL: n Cost of each story: £2 n Forsyth: “If people want to log on and chit chat about the stories, that’s fine.”

The Big Picture n Change is the only constant. n Growth is the only certainty.

Future Projections n A recent IBM report forecasts a threefold (US$4.5 trillion) jump in global education expenditure during the next 13 years. (Source: Richard Gluyas, New Nabs e-School Deal 22 April 2000). n The World Bank expects the number of higher education students will more than double from 70 million to 160 million by 2025.

Will USQ survive? Will USQ prosper? The Global Lifelong Learning Economy

University Resources n USQ is a “Public” Australian University set up under State legislation via the “University of Southern Queensland Act” n It receives approximately 65% of its annual income as an “operating grant” from the Federal Government (including HECS payments) n The remaining income is generated from research and enterprise activities

n All students20,625 n External15,194* n Percentage External 76% *includes currently enrolled off-shore students 3,480 Enrolled Students 2001

USQ’s Australian Off-Campus Students 2001 n Queensland 8,184 n New South Wales & ACT 1,687 n Victoria 450 n Western Australia 214 n South Australia 191 n Northern Territory 145 n Tasmania 137 n Australian’s living overseas TOTAL 11,008

USQ’s Off-Shore Students 2001 n Singapore 1,165 n Malaysia 943 n China 340 n South Africa 199 n Pacific Islands 114 n Zimbabwe 93 n United Arab Emirates 76 n Canada 73 n Total, including students from 60 other countries 3,480

Nature of USQ’s Off-campus Population: 2001 Students’ AgeTotal Under 20 5% % % % % % % Over 59 0% TOTAL 100%

Executive Management Structure Vice-Chancellor & President Prof Peter Swannell Deputy Vice-Chancellor (Academic) Deputy Vice-Chancellor (Research & Enterprise) Deputy Vice-Chancellor (Global Learning Services) RegistrarBursar

Deputy Vice-Chancellor (Academic) Portfolio Deputy Vice-Chancellor (Academic) The Faculties, line management of the Deans, progress and assessment of PhD, MPhil students Accreditation and Quality processes including Australian Universities Quality Agency, and TAFE articulation Indigenous Higher Education Unit, Office of Preparatory and Academic Support, Wide Bay Campus

Deputy Vice-Chancellor (Research & Enterprise) Portfolio Revenue-earning enterprise, business ventures, contract management INDELTA Ltd, NextEd Ltd etc Deputy Vice-Chancellor (Research & Enterprise) Grant & Contract Research including ARC funding and research policy Development Office, Alumni, Marketing and Public Relations International Office

Deputy Vice-Chancellor (Global Learning Services) Portfolio Deputy Vice-Chancellor (Global Learning Services) The Library, including the provision of print and electronic information on and off campus The Distance Education Centre, learning pedagogies, USQOnline, the GOOD project, print and multi-media Information Technology Services on and off campus, including USQConnect, USQFocus & USQAssist

Three key enterprises involving USQ

INDELTA Ltd n A Company formed by USQ and Samuals with venture capital backing to provide web- based e-commerce, e-training, e-marketing solutions for business, schools and the wider community n An outcome from the creation of INDELTA as the “Business Face” of USQ in 1997/8

NextEd Ltd n An international service company delivering online award programs worldwide for universities via a robust network of mirror sites in strategic locations n USQ is a major shareholder in NextEd Ltd n USQOnline is a major customer of NextEd Ltd

USQOnline n The University of Southern Queensland’s online Award programs n Delivered via the Nexted platform and USQConnect n “More than just individual subject units” n Full Award programs leading to accredited Awards of USQ

Academic Board FacultiesFaculties Information Infrastructure and Services Committee Information Infrastructure and Services Committee Online Teaching Management Committee Online Teaching Management Committee Online Systems Management Committee Online Systems Management Committee Marketing & Media Coordinating Committee Marketing & Media Coordinating Committee VCC Management of Online Initiatives

XML (eXtensible Markup Language) RENDITIONS: STYLE SHEET: CONTENT REPOSITORY: INPUT: Print Web CD DVD XSLXSLXSLXSLXSLXSLXSLXSL XML DTD (Document Type Definition) XML Editor

In many universities the development of web-based initiatives is not systemic, but is often the result of random acts of innovation initiated by risk-taking individual academics. Organisational Development

The USQ approach is to give people: What they want, Where they want it, When they want it. WWW is purely incidental! The USQ approach is to give people: What they want, Where they want it, When they want it. WWW is purely incidental! The USQ Approach

The transition from the Industrial to the Information Age was encapsulated by Dolence and Norris (1995), who argued that to survive organisations would need to change from rigid, formula driven entities to organisations that were “fast, flexible and fluid”. Fast, Flexible and Fluid

Watching a race between universities, is like watching elephants play soccer. Fit, Fast, Flexible and Fluid Being the fittest, fastest and most talented elephant is a very good thing to be.

“Clicks and Mortar” are not enough n The Internet is set to connect virtually everyone and everything – the Web is turning into humanity’s collective brain. n Any organisation hoping to survive must mirror the Internet itself. n It must become: open non-hierarchical democratic experimental tightly networked endlessly adaptable open non-hierarchical democratic experimental tightly networked endlessly adaptable

“Clicks and Mortar” are not enough Your organisation needs to mirror the Internet and to develop a collective brain capable of - “habitual and radical innovation”. (Gary Hamel, Inside the Revolution, 2001) “habitual and radical innovation”. (Gary Hamel, Inside the Revolution, 2001)

What makes your organisation unique?