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How Big Data Will Change Everything About Managing Employees

How Big Data Will Change Everything About Managing Employees | digitalNow | Scoop.it
The analytical tools that have revolutionized marketing are set to do the same for leading your team.
Don Dea's insight:

At its core, people analytics can transform companies by shedding light on people management issues.

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Exploring leadership, management, innovation, and technology issues and trends; impacting associations & non-profit organizations in the digital age.
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The Two Types of High-Potential Talent

Performers and producers tend to spark different reactions among the people around them. Performers generally get along with their superiors (and everyone else), because they meet expectations. Producers, who are disposed to confound or bypass expectations, are more likely to experience conflict; 25 percent of self-made billionaires were fired from established businesses early in their careers. Perhaps that’s why most stars in such businesses tend to be performers — and why most hiring, recognition, compensation, development, and human capital systems tend to favor performers over producers.

But every truly successful business needs both high-potential producers and high-potential performers. In fact, our research shows that the majority of self-made billionaires created value as half of a producer–performer pair. Think of Apple’s Steve Jobs (producer) and Tim Cook (performer); or John Paul Mitchell Systems’ John Paul DeJoria (producer) and Paul Mitchell (performer).
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Thinking Like a Leader: Three Big Shifts

From linearity to complexity. Management systems and processes tend to be linear. They assume that similar inputs will result in similar outputs. In many situations, this holds true. Leadership, however, requires a more nuanced view of the world because it involves people: what motivates them, what their interests are, and how engaged they become. Mechanical systems may be linear but as soon as the human element becomes involved, the system becomes both complex and adaptive. It is dynamic — similar inputs may bring about wildly divergent outputs.
Don Dea's insight:

As a leader, you come to understand that relationships between the system components are paramount, rather than the components themselves. Discerning these dynamics is essential to achieving your desired outcome, which means you think about connectivity, and the extent and robustness of those connections. You accept that these relationships contain some performance factors you control and some you don’t — you are part of the system, but likely not its gravitational center — and that effective influence can amplify your impact on those beyond your direct purview.

When things go well or when you hit a bump along your leadership road, ask yourself which direct and indirect relationships were at play. Where did your attention to positive connectivity pay dividends and where might you have done better?

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Chancellor's $11K-per-student compliance claim reportedly lacked context

Chancellor's $11K-per-student compliance claim reportedly lacked context | digitalNow | Scoop.it
When Vanderbilt University Chancellor Nicholas Zeppos testified before the U.S. Senate Committee on Health, Education, Labor, and Pensions — which is currently working on reauthorization of the Higher Education Act — he cited an inflammatory cost of $11,000 per student to cover compliance, tying the cost of government regulation to tuition.
The university recently released additional information about the study that came up with the $146 million in total compliance costs in 2013, showing that $117 million of it goes toward complying with research regulations.
The amount tied specifically to higher education compliance was just $14 million, or about $1,100 per student.
Don Dea's insight:

Zeppos’ original testimony fit into the narrative that college costs are too expensive for students and government regulations add to the burden. Sen. Lamar Alexander, chair of the committee, ran with the number, urging a major rollback of federal regulations. This, of course, comes at a time when the Obama administration is urging more regulations to better monitor a sector still reeling from the collapse of for-profit Corinthian Colleges.

The reality is that Vanderbilt receives far more than the average university in federal research dollars that come with strings attached. A portion of the research grants cover the compliance costs, not student tuition dollars.

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Amazon pulls the plug on liberal Prime account sharing

Amazon pulls the plug on liberal Prime account sharing | digitalNow | Scoop.it
Amazon’s tightening up of its Prime membership rules is a reflection of the maturity of the Prime program—the retailer needs more customers and the pool of Americans who aren’t already members is shrinking. 

The change will likely affect many college-age students or young adults still living at home (or sharing their parents’ account even if they aren’t technically at home).

Lately, and from now on, changes and innovations from Amazon are likely to boost Prime membership or have advantages for Prime members only, which will only once again boost Prime membership. (See: Prime Day.) And while allowing Prime members to share more liberally at one time was a great way to spread the word, Amazon now needs those hangers-on to be paying members in their own right.

The e-retail giant is laser-focused on Prime for good reason: those customers are really sticky. Amazon Prime members convert 74% of the time on Amazon.com, according to a study from Millward Brown Digital, compared to 13% for non-prime members. And Prime members have a preference for Amazon, converting 6% of the time at other warehouse retailers’ e-commerce sites. 

There are now some 44 million Prime members, half of Amazon’s customer base, and if membership growth continues at its current pace, half of all U.S. households could be Amazon Prime members by 2020, according to Millward Brown (Estimates have to be done by outside bean counters; the retailer doesn’t reveal them itself.)
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Why enterprises are embracing rogue IT

Why enterprises are embracing rogue IT | digitalNow | Scoop.it
Rogue IT can make your business more efficient

Embracing rogue IT means that companies can increase the effectiveness of their business practices by evaluating what departments and employees need to get their jobs done. If departments are turning to third party cloud services to send attachments and collaborate, it might mean the standard issue services from IT aren't getting the job done. "Businesses now have a real say in the technologies that they use -- and more of a stake in their success. If businesses are using tools they want and find effective, this will increase the effectiveness of these teams," says Mittlehauser.

Departments and employees now have a voice in the technologies they want -- and need -- to help the company grow and succeed. It's more than a careless disregard for a company's security; some employees just need to find ways to get past road blocks caused by proprietary software or a lack of the right tools.
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Putting Elon Musk and Steve Jobs on a Pedestal Misrepresents How Innovation Happens

Putting Elon Musk and Steve Jobs on a Pedestal Misrepresents How Innovation Happens | digitalNow | Scoop.it
We should determine technological priorities without giving excessive weight to the visions of a few tech celebrities.
Don Dea's insight:

If Musk’s unwillingness to look beyond himself sounds familiar, Steve Jobs provides a recent antecedent. Like Musk, who obsessed over Tesla cars’ door handles and touch screens and the layout of the SpaceX factory, Jobs brought a fierce intensity to product design, even if he did not envision the key features of the Mac, the iPod, or the iPhone. An accurate version of Apple’s story would give more acknowledgment not only to the work of other individuals, from designer Jonathan Ive on down, but also to the specific historical context in which Apple’s innovation occurred. “There is not a single key technology behind the iPhone that has not been state funded,” says economist Mazzucato. This includes the wireless networks, “the Internet, GPS, a touch-screen display, and … the voice-activated personal assistant Siri.” Apple has recombined these technologies impressively. But its achievements rest on many years of public-sector investment. To put it another way, do we really think that if Jobs and Musk had never come along, there would have been no smartphone revolution, no surge of interest in electric vehicles?

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What's Your Leadership Promise?

My leadership promise to you…

I will always listen to your viewpoint with an open mind.
I will strive to be equitable and ethical in all of my decisions.
I will never belittle or demean you.
I will not hold you back from other job, promotion, or growth opportunities.
I will be trustworthy.
I will be honest.
I will care about you as a person, beyond just an employee showing up to do a job.
I will give you the direction and support you need to do good work.
I will make time to talk with you on a regular basis.
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Next Year Will Be The 'Year Of' Mobile: For Video, Anyway

Next Year Will Be The 'Year Of' Mobile: For Video, Anyway | digitalNow | Scoop.it
As far as media consumption milestones go, 2016 could well be “the year” for two important media: mobile and video. According to new estimates released this morning by Publicis’ ZenithOptimedia unit, next year will be the year that more people watch video on a mobile device than a non-mobile device.

The milestone is significant, the agency’s analysts say, because online video itself is one of the fastest-growing media and is on the verge of disrupting an even more dominant video consumption platform: television. While worldwide television consumption has continued to expand despite the onslaught of new digital media options -- especially video ones -- ZenithOptimedia forecasts the accelerated adoption of digital video consumption will finally begin to take negatively impact linear TV viewing next year.
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Who and what to ask before hatching your plan to lead

Can you be the catalyst to lead the organization, department, or team past its current issues? Can you get the ship off the bottom to sail safely once again? If so, where do you start? Before you can hatch a plan, you must ask questions and listen; then ask for help.
Ask Questions and Listen; Then Ask for Help
Success stories generally start with the practice of fundamentals. Asking questions at the outset is high on your priority list. Stories of failed navigation through difficulty start with the absence of the practice of those fundamentals.
Who to Ask
Asking a diverse group of people similar questions can lead to superior input based on several points of view. Those viewpoints are likely picked up at varying angles of observation, some hands on and others at 30,000 feet. Whether determining if I should accept a position or what an appropriate game plan would be once I accepted it, my due diligence to hatch a plan always started with asking everyone under the sun for help. Most people who are asked are thrilled to help. They are quite candid about giving their points of view, with details and specific examples to back them up.
So, given the wisdom of this strategy, whom do you ask?
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Top 9 Reasons To Develop Custom eLearning That Engages Employees

Top 9 Reasons To Develop Custom eLearning That Engages Employees | digitalNow | Scoop.it
How can you create an engaging online training experience that breaks the routine of work, satisfies your employees’ unique needs and provides them with opportunities for better job performance? Developing Custom eLearning is the answer to this question and in this article I will give you 9 key reasons why.

Custom eLearning is focused on employees' needs.
Your company and your employees are unique; so are their learning needs, which means that rather than using generic eLearning courses that cover a broad range of subject matters, there are cases that custom eLearning may be a better solution, as customized online courses are specifically designed to meet the needs of both the organization and the employees. Also keep in mind that not all learners need the same type of online training. Some employees may need more, though others less guidance. In addition, novices may need different eLearning courses from more experienced learners. If learners are not able to understand the subject matter, because they find it too difficult or too easy, they simply won’t be motivated enough to actively participate, and they may even decide to quit the eLearning course. By integrating a diverse range of eLearning activities, multimedia elements, and assessments to cater to a variety of learning needs, you give all employees the opportunity to be equally satisfied from the eLearning course and enjoy personalized online training experiences that facilitate comprehension and knowledge retention.
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How to find agility in the cloud

How to find agility in the cloud | digitalNow | Scoop.it
Planning for the unknown

"You get into a lot of unknown unknowns," Juneja says. "You just can't plan for all of those. I think the most important thing I have learned is to bring into the team folks that have done such transformations at multiple levels — at app dev, in infrastructure, in security. You might get stymied by a process designed for colo that doesn't fit a cloud environment and you'll wish you had a partner in that process stream. Or you get stymied by a gap in cloud infrastructure that you just didn't know about. It comes down to having enough seeds of change in people with experience in those pillars so they can adjust to the unknown unknowns."

The most important thing to understand, he adds, is that you must view a cloud migration as a fundamental organizational change that transforms everything about the IT function.

"It is a transformation project, an organizational change," he says. "If you don't do the transformation as part of that process, you are likely to be disappointed in the outcome.
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Google's New Beacon Approach Could Impact More than Shopping

Smartphones don't just connect to nearby cell phone towers. Proximity beacon technology has been around a few years in the form of Apple's iBeacon, which allows an iPhone or iPad to connect to objects – called beacons – using Bluetooth. Retailers, museums, sports stadiums and anywhere else with large numbers of smartphone users can now use beacons to provide hyper-local information down to the exact aisle, exhibit, or seat. Airports, zoos, concert halls and shopping malls are now being fitted with Bluetooth-powered beacons that let smartphones pick up adverts, notifications, and even navigate indoors.
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Disruptive innovation needs autonomous review

Disruptive innovation needs autonomous review | digitalNow | Scoop.it
Disruptive innovation, by definition, creates a new business model for higher education institutions. Usually, disruptive innovation comes in the form of a new technology. The case studies in the UK report follow two institutions implementing work-focused learning initiatives. One created a new degree program through a semi-autonomous unit and the other tried to encourage university-wide reform. In the second case, there was very little adoption, while the subgroup in the first created a thriving degree program until it, too, was absorbed into the main institution and then floundered.
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Build a team of workplace teachers

Much has been written about how 21st century leaders differ from their 20th century counterparts. Today’s leaders must guide complex organizations that are more virtual and multinational in nature than ever before. They must nimbly navigate through a fast-paced marketplace that is in continuous flux and determine the proper course forward from a myriad of options. They also need to recruit and retain a millennial workforce that has different interests, needs, and working habits than their elders.
In such a demanding business environment, leaders would be wise to develop a strong learning environment at the workplace. The celebrated CEO of General Electric Jack Welch famously said that “an organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.” Continuous learning and successful implementation of that learning is crucial to the success of today’s organizations.
But learning alone is not enough. Leaders that want to stay ahead must make sure that their companies also place a premium on teaching.
To be a learner is to engage in a one-way (receiving) process of understanding followed by action. The learning originates from an outside source: consultant, seminar presentation, book, etc. Even if the organization chooses to integrate the learning, it never really owns it.
In contrast, teaching organizations go one meaningful step further. They emphasize teaching over learning, placing the learning onus on internal personnel who are expected to learn and master ideas that they will then pass along to others in the workplace.
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5 ways to hack your productivity

5 ways to hack your productivity | digitalNow | Scoop.it
Ways to hack your productivity
If you feel like you don't have enough time in the day to get all of your work done, there are ways to "hack" your productivity to get the most out of every hour. New York NeuroLeadership Institute Research Director & NeuroCoach Josh Davis applies neuroscience and psychology to help you hack your brain for productivity in his book, "Two Awesome Hours: Science-Based Strategies to Harness Your Best Time and Get Your Most Important Work Done."
Don Dea's insight:
Establish your schedule

The human mind works best when it knows what's coming. Even if you consider yourself flexible, it's smart to schedule your time in case anything unexpected comes up. Essentially, you want to have your priorities figured out before you start your day, so avoid wasting time trying to figure out where to go next after you complete a task.

"There are times during the day when one task or function ends, whether filling out a report or brushing your teeth, and you become self-aware. At that moment, step back and decide what really needs to be done in your next available block of time so you can choose the truly important task," says Davis.

Whether you write it down in a notebook, agenda or on your smartphone, having a good idea of where you want to spend your time that day can help keep you productive. You can even schedule breaks into your day, try using this method that suggests working in 52 minute bursts with 17 minute breaks is the best way to keep yourself on task.

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How brands can add consumer value to wearables

Determine what’s a “need to know” versus a “nice to know.”
What content must be shared right away versus what can wait? The key is to deliver relevant content in real time—without intruding on your audience’s everyday lives. It’s a tough balance that can only be achieved by truly diving deep into your audience’s preferences. Plus, the message must match the medium. For example, someone wearing a fitness tracker marketed to joggers is likely to be interested in weather and wellness-related branded content versus a consumer with a generic smart watch.
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A Company Copes With Backlash Against the Raise That Roared

When Mr. Price chose $70,000 as the eventual salary floor, he was influenced by research showing that this annual income could make an enormous difference in someone’s emotional well-being by easing nagging financial stress.

He might have also considered the parable of the workers in the vineyard from the Gospel of St. Matthew, where the laborers hired at sunup were upset that their pay was the same as those who showed up right before quitting time. Early adopters and latecomers may be equally welcomed in the Kingdom of Heaven, but not necessarily in the earthly realm, where rewards are generally bestowed in paycheck form.
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Internet Of Things Almost There

IoT will be driven by the business side of the house, says the report, but a close collaboration between business and technology management stakeholders is a prerequisite for success. Forrester believes that IoT will ultimately serve as a driving force for the Business Technology (BT) Agenda by changing processes, skills, and the mindset of technology management organizations. 

From a series of annual surveys with business and technology decision-makers measuring technology adoption plans, drivers, barriers and buyer behaviors, by Forrester Business Technographics, BDMs surveyed in 2015 were more than twice as likely, compared to 2014, to begin IoT investment within the next 12 months. They are 50% more likely to report they were currently implementing or piloting IoT, and dramatically less likely to be unfamiliar with IoT adoption plans or report they were not familiar with the technology.

In 2015, 49% of BDMs reported that the expansion of IoT initiatives was a “high” or “critical” organizational priority over the coming 12 months.
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20/20 Foresight

Taking control of uncertainty and successfully steering your organization through frequent bends in the road is the fundamental leadership challenge of our time. And it will call for a distinctly different type of leadership than the one you were trained for and are likely currently exercising. The advantage now goes to those who don’t just learn to live with change, but who create change. I call these people catalysts.

Instead of waiting and reacting, catalysts immerse themselves in the ambiguities of the external environment, sort through them before things are settled and known, set a path, and steer their organization decisively onto it. They seize upon a force or combination of forces — for example, linking a demographic trend with an existing technology — and conceive of a new need or a total redefinition of an existing need, often with a new business model in mind. (See “What Self-Made Billionaires Do Best,” by John Sviokla and Mitch Cohen, s+b, Dec. 14, 2014.) Unconstrained by conventional wisdom, creative thinkers paint a detailed, specific picture of what the new company will be. Then they take the organization, along with its external constituencies, on the offensive.

Of the skills required to thrive as a catalyst, the first — and perhaps most important — is perceptual acuity. Although the phrase rarely appears in accounts of business breakthroughs, perceptual acuity often turns out to mean the difference between success and failure. Perceptual acuity is the psychological and mental preparedness to “see around corners” and spot potentially significant anomalies, contradictions, and oddities in the external landscape before others do. It is your human radar for seeing through the fog of uncertainty so you can act first.

Perceptual acuity is human radar for seeing through the fog of uncertainty so you can act swiftly.
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Let’s Just Stop Calling Them Leaders

Let’s stop calling people leaders until they demonstrate that they truly deserve the appellation.
Don Dea's insight:

 I make these distinctions:

• Leadership is based on behavior and independent of role or rank. Just because someone has a fancy office or an important-sounding title, they are not automatically imbued with the ability to lead. Certain roles may come with the expectation that whoever holds them will be able to lead, but I have worked for CEOs who fell horribly short and with strong leaders who were officially seated deep in the formal hierarchy. You likely have as well.

• “Leader” is a mantle earned, not taken. The founding co-director of the NPLI, Dr. Leonard Marcus, champions what he calls the world’s shortest definition of leadership: People follow you. No matter what you call yourself, you aren’t leading if no one is following. Leadership is as much about followers as it is about who they follow; it is in their power to anoint a leader.

• Leadership is more about the why than the what: People who get organizations to deliver on the quarterly numbers or meet production goals are good, maybe even great, managers. Management is challenging and doing it well should be rewarded. But only when you dig deeper to discover whether employees are invested in the deeper purpose and mission of the organization will you discover how well they are being led. I see management and leadership as complementary skills. Strong leaders know at least a bit about how to manage and strong managers know something about how to lead.

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Marc Wachtfogel, PhD's curator insight, August 4, 12:59 AM

 I make these distinctions:

• Leadership is based on behavior and independent of role or rank. Just because someone has a fancy office or an important-sounding title, they are not automatically imbued with the ability to lead. Certain roles may come with the expectation that whoever holds them will be able to lead, but I have worked for CEOs who fell horribly short and with strong leaders who were officially seated deep in the formal hierarchy. You likely have as well.

• “Leader” is a mantle earned, not taken. The founding co-director of the NPLI, Dr. Leonard Marcus, champions what he calls the world’s shortest definition of leadership: People follow you. No matter what you call yourself, you aren’t leading if no one is following. Leadership is as much about followers as it is about who they follow; it is in their power to anoint a leader.

• Leadership is more about the why than the what: People who get organizations to deliver on the quarterly numbers or meet production goals are good, maybe even great, managers. Management is challenging and doing it well should be rewarded. But only when you dig deeper to discover whether employees are invested in the deeper purpose and mission of the organization will you discover how well they are being led. I see management and leadership as complementary skills. Strong leaders know at least a bit about how to manage and strong managers know something about how to lead.

Mark E. Deschaine, PhD's curator insight, August 4, 7:17 AM

 I make these distinctions:

• Leadership is based on behavior and independent of role or rank. Just because someone has a fancy office or an important-sounding title, they are not automatically imbued with the ability to lead. Certain roles may come with the expectation that whoever holds them will be able to lead, but I have worked for CEOs who fell horribly short and with strong leaders who were officially seated deep in the formal hierarchy. You likely have as well.

• “Leader” is a mantle earned, not taken. The founding co-director of the NPLI, Dr. Leonard Marcus, champions what he calls the world’s shortest definition of leadership: People follow you. No matter what you call yourself, you aren’t leading if no one is following. Leadership is as much about followers as it is about who they follow; it is in their power to anoint a leader.

• Leadership is more about the why than the what: People who get organizations to deliver on the quarterly numbers or meet production goals are good, maybe even great, managers. Management is challenging and doing it well should be rewarded. But only when you dig deeper to discover whether employees are invested in the deeper purpose and mission of the organization will you discover how well they are being led. I see management and leadership as complementary skills. Strong leaders know at least a bit about how to manage and strong managers know something about how to lead.

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How to Become a Thought Leader

Are you ready to take the role of a thought-leader? Can you share your vision in such a way that others become excited and involved? Is the information that you impart scalable and applicable to others in their business or interest? Are you able to teach others to avoid costly mistakes by sharing stories of your trials and tribulations?

What are the first steps to becoming a thought-leader?
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How to Become a Thought Leader

Are you ready to take the role of a thought-leader? Can you share your vision in such a way that others become excited and involved? Is the information that you impart scalable and applicable to others in their business or interest? Are you able to teach others to avoid costly mistakes by sharing stories of your trials and tribulations?

What are the first steps to becoming a thought-leader?
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Educating Data

Educating Data | digitalNow | Scoop.it
Information is captured from the moment each student arrives at school and checks in on an attendance app. For part of the day, students work independently, using iPads and Chromebooks, on “playlists” of activities that teachers have selected to match their personal goals. Data about each student’s progress is captured for teachers’ later review. Classrooms are recorded, and teachers can flag important moments by pressing a button, as you might TiVo your favorite television show.

The idea is that all the data from this network of schools will be woven into a smart centralized operating system that teachers will be able to use to design effective and personalized instruction. There is even a recommendation engine built in.
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How To Create Differentiated Online Training

How To Create Differentiated Online Training | digitalNow | Scoop.it
Differentiated online training acknowledges that your employees have multiple paths for learning; that means that it can adjust to fit individual needs by using different online training methods, approaches, and tools, in order to provide information in a variety of ways most appropriate to them. Differentiation does not regard time, as in synchronous and asynchronous learning, but rather the following online training “elements”:

Differentiation of online training content.
It allows the employees to start at different places in their online training content, as well as proceed at a different pace.
Differentiation of online training approach.
It emphasizes the variety of learning modes, as does, for instance, the theory of multiple intelligences.
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The best strategy for managing disruptive innovation in higher ed

The best strategy for managing disruptive innovation in higher ed | digitalNow | Scoop.it
If a traditional college or university wants success for its implementation of a disruptive innovation, make sure that it’s not subject to the same guidelines and strategies currently in place.

In other words, disruptive innovation success means implementation via an autonomous subunit.

This finding is part of an analysis of two university case studies that tried to successfully integrate the disruptive innovation known as “work-focused learning,” which (in the UK especially), is a learning model offered to undergraduate students who want to earn an undergrad degree in three years but are unable to stop working full or part-time and cannot obtain that degree through conventional routes.

At one university, the model of work-focused learning was initially an autonomous subunit of the institution’s traditional mission and management. At the other university, work-focused learning was integrated as part of the institution’s traditional teaching mission and model.
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