1. Strategic Planning and Our Strategic Direction Utpal K Goswami Convocation, 2011

2. Four Pillars of an Organization Mission—why are we here Vision—what will be our effect Values—principles that guide us Strategic Plan—where are we going

3. Typical Reaction Boring! More Busy Work! Another One for the Shelf! Can we not recycle the old one! Sigh! Trust me—It can be very interesting

4. What makes a Strategic Plan important and interesting? It allows you to set the stage It allows you to set the stage It allows you to create the environment It allows you to create the environment It allows you to create a sense of purpose It allows you to create a sense of purpose It allows you to empower It allows you to empower and, at the end of it all and, at the end of it all You will meet the future you wanted!

5. Should We Passively Accept What Comes Our Way? Or Should We Chart and Control Our Destiny? We have opportunity to build the CR of the future

6. Must Avoid Fatal Flaws Undue Importance to Current Issues Look inwards Focus on Tactical Matters Must Proactively Address The Future

7. Success Factors for Strategic Plans Clarity—requires no elaborate explanations Representative—reflects its constituents Inclusive—result of broad based input Visionary—some elements transcend the obvious Accommodating—has space for local issues Flexible—nine ways to scale a mountain

8. Success Factors for Strategic Plans Intentional—targets critical factors Emotive—provides intrinsic fulfillment Enticing—the journey itself is rewarding Empowering—space for individual initiative Validating—can see oneself making a difference Endowed—funded adequately

9. We Are Near a Tipping Point

10. I. Higher Education Operational Model is Financially Unsustainable Funding is primarily related to valuation and not the product Funding is primarily related to valuation and not the product Operational model is of increasing cost Operational model is of increasing cost Hence, ever-increasing dependence on ‘developing alternative resources’ Hence, ever-increasing dependence on ‘developing alternative resources’

11. II. Discretionary Public Dollars are Rapidly Shrinking Unpredictable funding environment Unpredictable funding environment Calls for accountability Calls for accountability Possible cost shifting Possible cost shifting

12. III. Efficiency Gains in Higher Education Has Been Negligible Moore’s Law certainly does not apply to higher education Moore’s Law certainly does not apply to higher education Cost of transmitting information and knowledge is falling 50% every 18 months Cost of transmitting information and knowledge is falling 50% every 18 months Even Surgeons have found ways to become more productive---Door is open for efficient provider Even Surgeons have found ways to become more productive---Door is open for efficient provider

13. IV. Our Numbers Don’t Look Very Good Community College graduation rate is about 18% Baccalaureate graduation rate is about 50% 70% of High School graduates are not college ready

14. The Landscape is Changing

15. The Learner Rise of informal learning—ready access to knowledge and information Rise of the pursuit of unrelated fields over a lifetime The Adult Learner No longer homogenous

16. Knowledge & Learning Rapid expansion in knowledge Research on Retention of Knowledge Research on Half Life of Learning Concept of disaggregated knowledge

17. Emerging Threats

18. I. The Private sector is Gaining on Us Their Market Share is Increasing Their Market Share is Increasing They are becoming Price Competitive They are becoming Price Competitive They are close to getting a piece of the public dollars They are close to getting a piece of the public dollars

19. II. Operational Model is Becoming Less Relevant Basically a one size fit all model Basically a one size fit all model We sell only a fully loaded model We sell only a fully loaded model Position of competitive vulnerability Position of competitive vulnerability

20. III. Internal Inertia Very little has changed over the last 200 years Very little has changed over the last 200 years But we know But we know 70+% graduates work outside their major 70+% graduates work outside their major Graduates are likely to change careers 5+ times Graduates are likely to change careers 5+ times Employers focus on competencies/skill sets Employers focus on competencies/skill sets Yet our focus is still discipline based Yet our focus is still discipline based

21. IV. Disruptive Technology Internet-Broadband Collaboration Webs Gaming/Simulation Social Networking Collective Intelligence

22. Lessons from the Pony Express Response to Telegraph--Buy faster horses When that did not work--Hire better riders A fundamental re-examination of the business was what was needed

23. So How Should We Proceed? Evaluate External Trends Examine the Fundamental Tenants of Our Business Don’t Forget our Strategic Strengths Focus on Creating the Institution of the Future OK to think outside the box

24. Fundamental Questions Knowing what you know, would you create what you have today? Knowing what you know, would you create what you have today? Why is what we have not enough? Why is $8,000+ per student not enough? Why is what we have not enough? Why is $8,000+ per student not enough? Is the “Organizational Culture” and the “Infrastructure” our albatross? Is the “Organizational Culture” and the “Infrastructure” our albatross? How should the organization evolve? How should the organization evolve?

25. Ask the Tough Questions—Empower Others to Ask the Tough Questions Rethink The Product Rethink The Product Rethink What We Do Rethink What We Do Rethink How We Do It Rethink How We Do It Rethink The Organization Rethink The Organization Rethink The Structure Rethink The Structure

26. Epilogue It is not about doom and gloom It is not about doom and gloom It is an opportunity to set the stage for transformative change It is an opportunity to set the stage for transformative change We can all do our part We can all do our part A collection of small changes will reach the threshold for transformative change A collection of small changes will reach the threshold for transformative change

27. Next Steps Committee (Sept 8 Kickoff) Conversations Anticipated Rollout in April 2012 Future Students Are Depending On Us!!