Innovation & Institutions, Will it Blend?
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Innovation & Institutions, Will it Blend?
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Scooped by Deb Nystrom, REVELN
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Streamlining by Going Online with Faculty Promotion and Tenure Resources

Streamlining by Going Online with Faculty Promotion and Tenure Resources | Innovation & Institutions, Will it Blend? | Scoop.it
Facing the administrative burden of promotion/tenure for roughly 240 candidates each year, the University of Florida developed an online promotion and tenure work process.

   

....Outcomes
After only a year and a half of full implementation, outcomes have included:

  • a 90 percent reduction in paper, 
  • a reduction in printing and administrative costs, 
  • a marked reduction in work time for faculty and staff, 
  • consistency and conformance within the tenure review process, 
  • easier accessibility to promotion and tenure packets for academic reviewers, 
  • improved transparency at all review levels, and 
  • the ability for tenure candidates to monitor their progress throughout the cycle. 

      
The cost savings for the first year alone was nearly $203,000.


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Deb Nystrom, REVELN's insight:

Here's a university that did something to update the wasteful and inefficient tenure review process.  This included reducing paper-intensive practices by 90% and providing progress reports to tenure candidates.

     

It remains to be seen how other universities handle the larger promotion and tenure process in the 21st century, connected with changes in higher education as a whole.  ~  Deb

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Scooped by Deb Nystrom, REVELN
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Success Case Study: Pitching a Learning Tool Directly to Professors

Success Case Study:  Pitching a Learning Tool Directly to Professors | Innovation & Institutions, Will it Blend? | Scoop.it

Instead of convincing universities to take a chance on its classroom engagement platform, Top Hat Monocle made direct contact with professors who asked students to also pick up the tab.


...most students carried mobile devices...which could be used for in-class interaction. [The founders] ...developed a prototype product that focused on quizzing and polling students, and pilot-tested the prototype in two classes.


_____________________

Large organizations have a very long sales cycle ... catch them outside of [their] budget cycle, you may not get another chance for a year or two.

_____________________



“Selling to large organizations like universities, governments and big corporations is difficult and time-consuming. Large organizations have a very long sales cycle and if you catch them outside of a budget cycle, you may not get another chance for a year or two.”



THE SOLUTION

The founders decided to “consumerize the classroom” by focusing on individual professors, rather than universities. This made sense because the value proposition was focused on the classroom and because professors have much latitude in making adoption decisions.

THE RESULT


This academic year, it is being used by 2,000 professors and more than 150,000 students at 300 universities worldwide. More than 80 per cent of these universities are in the United States.


The company has 75 employees, offices in three countries, and has been able to raise another $9.1-million in financing.

 

Deb Nystrom, REVELN's insight:

If you've seen drug companies advertising in the media directly to you, vs. your doctor or health system, you've seen another angle on this.  How do innovative ideas take hold in your institution today?  ~  Deb

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