Milton Glick Senior Vice President and Provost Arizona State University

1. Milton Glick Senior Vice President and Provost Arizona State University

2. not quite ^ Thoughts from a Recovering Technophile

3. The Answer is Technology – What was the Question?

4. The Answer is Technology – What was the Question?

5. Market (strategic plan market university) Market share Market niche Market segmentation Return on investment Comparative advantage Benchmarks Key indicators Mass customization Core values Cost/benefit Partnering Students as customers New Lexicon

6. University Drivers • Societal forces • New competitors • Strategies for success

7. University Drivers • Societal forces • New competitors • Strategies for success

8. Peter Drucker Warns: “Thirty years from now the big university campuses will be relics. Universities won’t survive. It’s as large a change as when we first got the printed book.”

9. Productivity Paradox For three decades IT investment in U.S. industry resulted in little productivity gain. Productivity gains realized through advances in communication not computing.

10. Sigmoid Curve/Inflection Point Disruptive Technologies Introduced Is Higher Ed at Inflection Point? Handy/Grove

11. Sustaining vs. Disruptive Technologies 10,000 Demand in mainframe market 1,000 A Demand in minicomputer market 100 Hard Disk Capacity (MB) B A. 14-inch drive technology B. 8-inch drive technology 50 1 Year 1975 1980 1985 1990 Source: Innovator’s Dilemma, Clayton Christensen

12. Changing ExpectationsNew Economy Velocity Growth of Internet Time to reach 30% of US Households Years Source: The UCLA Internet Report: “Surveying the Digital Future” UCLA Center for Communication Policy

13. Public Attitudes about College Cost and Value Cost: 4-year public, in-state • Public Estimates: $9,694 • Actual Tuition: $3,111 Value of a 4-year education • 59% cite as “usually worth the price” Source: ACE

14. Public Attitudes About Paying for College Source: ACE

15. University Drivers • Societal forces • New competitors • Strategies for success

16. Univ. of Phoenix US Open University WGU Sylvan/Calibre UNEXT Columbia Fathom.com NYU/for-profit CA Virtual U. Jones Int’l U. Motorola University MI Virtual Automotive U. Penn State World U. Mickey Mouse All of Us New Competitors

17. Fathom.com “In 2001, Columbia gave Fathom $14.9-million -- $11.9-million for operating expenses and $3-million for research and development. The company made $700,000 from fees from other institutions and sales revenue.” Source: Chronicle

18. London School of Economics and Political Science Cambridge University Press The British Library The New York Public Library The University of Chicago University of Michigan American Film Institute RAND Woods Hole Oceanographic Institution The Natural History Museum Victoria and Albert Museum Science Museum Fathom.com Partners

19. Fathom.com Fathom’s Inventory includes: • Over 80,000 reference entries on all subjects, from university press partners • Over 1,100 original free unstructured learning objects (lectures, slide shows, articles) on all subjects • Over 50 free online seminars on all subjects • Over 800 paid online courses of varying lengths on all subjects

20. Fathom.com • Partnerships with large membership organizations like AARP • Distribution partnerships with Elderhostel, Encarta.com, and Britannica.com

21. Outta State U Salish Kootenai College (MT) Lesley College (MA) Mukogawa Ft. Wright Institute (Japan) Trajal Hospitality & Tourism College (Japan) Winona State University (MN) Walden University (MN) Univ. of Alaska S.E. (AK) Univ. of Idaho (ID) Lewis-Clark State College (ID) Eastern Oregon Univ. (OR) Oregon Inst. of Tech. (OR) Lewis & Clark College (OR) Portland State Univ. (OR) Univ. of Portland (OR) Western Seminary (OR) George Fox Univ. (OR) Oregon State Univ. (OR) Linfield College (OR) Western Oregon Univ. (OR) Southern Illinois Univ. (IL) ITT Technical Inst. (IN) Vincennes Univ. (IN) Johns Hopkins Univ. (MD) Chapman Univ. (CA) Pacific Oaks College (CA) Center of Innovation in Education (CA) Pepperdine Univ. (CA) Golden Gate Baptist Theological Sem. (CA) Golden Gate Univ. (CA) Old Dominion Univ. (VA) Webster University (MO) Columbia College (MO) Park College (MO) Embry Riddle Aero. Univ. (FL) Nova Southeastern Univ. (FL) Apollo College (AZ) Univ. of Phoenix (AZ) Tulane University (LA) Kigezi Int’l School of Medicine (Uganda) Source: University Business

22. Perspective from Wall Street What determines the success of a nation? In today’s economy: education.

23. $680 billion per year on education: 9% of GDP and second largest industry Compared to $1 trillion (13.2% GDP) on health care and $270 billion on defense (3.6% GDP) Our Franchise at Risk

24. Who is the Competition? A Perspective from Wall Street Exceptional revenue and earnings potential An enrolled student represents predictable, recurring revenue stream for a number of years

25. Education as a counter-cyclical industry: Job loss and career threats lead to increase in consumption of education Education will never go out of style: No threat of substitution or change in consumer tastes Value of face-to-face learning is substantial: Growth in distance learning will come from latent market of learners Bullish on Higher Ed

26. The campus experience The franchise Enormously talented faculty Major providers of basic research A stable core budget Relatively low cost and public’s belief that higher ed is a good investment Wrong financial model; no venture capital Slow to react Lack of public support for basic research Public emphasis on traditional workload measures which mitigates upon new teaching/learning models Import vs. export Competitive (Dis)advantages

27. Import vs. Export “Whether a course could be delivered…from MIT materials might depend very much on the nature of the materials and the professors who would use them. In recent years, web-based course materials for…have been developed by one set of…faculty members and then ‘turned over’ to other faculty members so that they can have a turnkey course delivery system.”

28. “The results have been decidedly mixed. Many faculty dislike the perceived scripting of the courses and are annoyed that there is little room for ‘adding value’ to the material. Others feel the materials are suitable, but do not have any ownership of the material, and deliver the material in an automaton-like manner. Still others (primarily ones who dislike teaching in the first place) like having materials already prepared.”

29. University Drivers • Societal forces • New competitors • Strategies for success

30. Our Core Business • Discovery (research) • Transmission (teaching/learning) • Campus experience as a differentiator

31. Our Core Business How does the most stable enterprise on earth respond? • Create a safe haven for creative destruction • Make technology strategic

32. Strategic Technology Invisible technology that is mission-critical, both tactical and strategic • Has clear objectives with agreed upon costs and benefits • Derives from university strategic priorities • Provides greater access to students (time and place) • Enhances student learning • Supports student recruitment • Markets the university

33. Strategic Technology • Builds community • Reduces staff demand • Scales/leverages the faculty • Simplifies rather than complicates the faculty’s job • Allows faster and better decision making • Enhances research capacity • Has transformational potential • Reduces travel

34. Portals A Strategic Response

35. What is a Portal? “A people portal is a customized, personalized, ever-changing mix of news, resources, applications, and e-commerce options that becomes the desktop destination for everyone in an organization--and the primary vehicle by which people do their work.” Eric Ransdell, Fast Company

36. The Web, the Portal & IT • A portal is too pervasive to be owned by IT. Like the web, a portal tells a story to every user. Should it be IT’s story or the university’s story? • Provost or President needs to proselytize for a web and portal identity

37. The Web is not the Portal …and the Portal is not the Web. It’s important to separate portal issues from web issues even though they will overlap.

38. Why Have a Portal? Because we can Because “they” have one To simplify access to controlled sites To provide personalized information to constituents (push)

39. Why Have a Portal? Questions I asked… • What is a portal and how is it different than web page? • Is the portal an important part of a larger web agenda? • Will the portal empower users? • Will it make them more productive?

40. Why Have a Portal? • Will it make ASU more competitive in the marketplace? • Should we have many portals or one? • How do we govern our web presence and portal? • Who will make decisions?

41. The Case for a Single Portal • Single message • Quality more easily assured with one portal • More cost effective • Courses and services from common entry point • How do you satisfy users with diverse needs? (Extended Ed/ Alumni/Athletics/ Foundation)

44. Portal Audiences: Students Faculty Staff Alums Prospective Students Web Audiences Prospective Students Faculty Current Students Staff Alums Know Your Customers Set priority of constituents– may not be the same for portal and web

45. For ASU a portal should be... • Customizable and Personalized • Functional as “The Desktop” (6200+ employees and 50,000+ students each with a unique portal page) • User-centered • One-stop shopping for ASU information & everything else • A single point of entry--useful enough to be everyone’s start page • Non-commercial

46. Services should include... Information and applications that: • students need in order to have a quality university experience (classroom, community, admin. services) • faculty need to teach and do research • employees need to do their jobs • employees need to manage their relationship with the university (benefits, pay stubs, etc.) • alumni need to feel a sense of community & ongoing affiliation • prospective students and their parents need to make enrollment decisions • puts ASU’s “best foot forward” in the community

47. Calendars Public Events Data Warehouse Student Services (applications, grades, schedules, advising, registration, health, etc.) Schedules, Hours Links Parking Human Resource Info News - ASU, AZ, US, & World Residential Life Discussion groups Search functions Class assignments Library Services & Databases and more… ASU’s portal might include:

48. An Effective Portal Has: • Single sign-on to verify the person is who that say they are (authentication) • A stored set of roles that this person is allowed to perform (authorization) • Access to ASU’s enterprise data • Access to ASU’s applications and services (e-mail) • A directory of services that the person may bring into their portal • A short deployment cycle • Module development standards and tools that allow departmental workgroups to develop their own modules

49. Shortcomings • Limited features • Steep Learning curve • Licensing issues – “per seat” fees • Scalability • Client/Server model applications • Cross-Platform compatibility

50. Governance • Create and enforce skinny standards • Provide templates, tools, and support (carrots) • Keep folks in loop but keep it moving so that it doesn’t get bogged down • Once portal is live, get input from users to guide priority setting. • Function as a clearinghouse to avoid duplication of effort. Provide project management for collaborative efforts.