adaptive capacity

The Open University needs to reinvent itself to survive. The new Vice Chancellor, Peter Horrocks, has been explaining what that means most recently in an interview for the Financial Times. I’m extremely impressed by Peter and his plans for reinventing the institution. For my part I’m now part of a new portfolio called learning innovation, however the remit for this portfolio will be a very broad one encompassing institutional innovation and the capacity for innovation as a means to dig ourselves out of an (organisational) hole.

We are all asked to consider how the portfolio can respond. Have we got the right leadership? – what are the barriers?

I have been doing some desktop research and found an excellent set of articles on the news industry about innovation moving from print to digital. The OU is grappling with many similar issues. If you read one article from this group read the one on creating the right culture and structure.

“Leaders cannot simply mandate a new culture,” wrote Brown and Groves in their paper. “Organizations must develop new routines that fit in the context of the existing culture and nudge members toward a culture that embraces innovation.”

There are parallels between the reinvention of the press from print to digital media and the OU. Although the OU embraces technology and has a very rich VLE the underlying model and culture still demonstrate influences of the print-based correspondence model of the 1960’s.

I’ve been asked for my thoughts on what we need to do. In doing this it is important to reflect critically on what we mean by innovation. In particular around radical or disruptive innovation. There’s a great post by Phil Hill called Cracks in the Theory of Disruptive Innovation summarizing current scholarly thinking around the pitfalls  of applying disruptive innovation theory within the context of higher education. The article includes a summary from MIT Sloan Management Review :

“In summary, stories about disruptive innovation can provide warnings of what may happen, but they are no substitute for critical thinking. High-level theories can give managers encouragement, but they are no replacement for careful analysis and difficult choices.”

When thinking about the problem of innovation within the context of the Open University we also need to consider the external environment, for the Open University it’s looking critically at the funding and support for part time learning and  life long learning as described in recent media articles demonstrating the issues of reduction of funding and support to the sector which are particularly important to the Open University.

I spoke to Alistair Jarvis Director of Communications and External Relations at Universities UK recently about this subject and he said that in order to survive universities would need to diversify their business model and to occupy a market niche. He said that the EU referendum will have impact regardless of the outcome but is potentially very damaging and that government funding will continue to decrease.

In my opinion for the Open University this means thinking critically about the business models. Looking at B2B and B2G services. Thinking about continuing the OU’s mission through the open and informal routes and through micro-accreditation and certification routes and apprenticeships. It certainly means an overhaul of the curriculum. A simplification of the infrastructure and support services. It also requires a re-evaluation of risk. In particular the risk of complacency. It requires senior sponsorship of ideas to move them through to practice. It relies on internal funding for transition and up-scaling of research into teaching practice but most importantly it requires everyone to look outside the Open University and to wake up to the external environment. To see the OU in the context of challenges within the wider sector. To work in partnership with others, to bring or adapt solutions in use effectively elsewhere.

It requires everyone to stop assuming that how it has been done here is how it will be done in the future.

In my next post I’ll explain more about what I see as the method for achieving organisational innovation.