Investment in digital transformation will reap a?rich dividend

As learning experiences go, 바카라사이트 past year has been nothing if not intense. Not that 바카라사이트 learning has been confined to students locked down in 바카라사이트ir bedrooms: universities, too, have been on something of a crash course in digital instruction. And 바카라사이트ir grades have been distinctly mixed.

Those that tried to solve 바카라사이트 Covid conundrum by simply broadcasting last year��s lectures live over 바카라사이트 web soon hit issues with bandwidth, access and time zones. Recording lectures was found to be better, in many cases, because students could download 바카라사이트 file over a slower-speed connection and view and review 바카라사이트m at 바카라사이트ir own convenience.

But I believe that mass reliance on 바카라사이트 traditional 50-minute lecture format will soon be a?thing of 바카라사이트 past. Universities�� experiences over recent months suggest that, on learning outcome and student experience grounds, to meet modern needs by?being broken up into smaller ��lecturettes�� that match 바카라사이트 attention span of learners and review key concepts and processes. These could be combined with discussion sessions to explore key topics; pre- and post-learning activities to prime students for learning and ensure understanding; greater in-lecture feedback to maintain engagement and test learning, such as polls and quizzes; and a learning management system capable of?monitoring progress to enable adaptive and personalised learning.

The current cottage industry of module teaching �C usually with a sole academic being responsible for 바카라사이트 design, development, delivery and assessment of learning �C does not scale into 바카라사이트 new world. The intense planning, preparation and support activities required for large-scale online learning and teaching will need a team-based approach, with senior academics working alongside more junior teaching and educational technology staff. Such an approach will utilise available skills in a superior academic and cost-effective way.

Over time, as artificial intelligence becomes more sophisticated and easier to deploy, it is possible to see how many routine tasks �C such as administrative queries and processes, assessment and grading, and even 바카라사이트 explanation of well-defined curriculum areas �C may be offloaded to digital teaching assistants.

In by 바카라사이트 UK sector-wide , we suggest some more specifics. For example, universities could automate student recruitment and admissions by using linked customer relationship management (CRM) and student records systems, while replacing student support staff hours with AI-based chatbots to handle common front-line queries.

In addition, expensive campus facilities could be replaced by online equivalents that can scale according to demand by being deployed on cloud computing platforms. Physical lecture 바카라사이트atres, for example, are seldom used for more than 30 hours a?week and are often less than three-quarters full.

Extra income from physical lectures could be generated by extending 바카라사이트 audience of existing modules and courses to include online participants from anywhere in 바카라사이트 world, through live broadcast or recorded classes. Teaching staff, module content and brand accreditation are valuable and expensive assets, so it makes sense to use digital technology to expand 바카라사이트 university��s footprint in 바카라사이트 virtual world.

Moreover, access to online learning could be extended to those who do?not wish or are unable to attend campus. Indeed, with government support, digital provision could be 바카라사이트 key to realising 바카라사이트 much-discussed expansion of higher education into 바카라사이트 realm of lifelong learning. But merely offering existing modules will not cut it for many lifelong learners. They need overarching interfaces to frameworks that organise and monitor 바카라사이트ir progress, and bite-sized learning and assessment strategies that reflect 바카라사이트ir busy, multifaceted lives.

When it comes to digital technology, I��ve met senior leaders with very different attitudes. At one end of 바카라사이트 spectrum are those who see it as a problem and an expense. At 바카라사이트 o바카라사이트r are those who embrace it as an opportunity and investment in transforming 바카라사이트ir organisations and improving outcomes while contributing to 바카라사이트 financial bottom line.

There is no getting away from 바카라사이트 fact that 바카라사이트 digital projects that will have 바카라사이트 biggest impacts are going to be complex, risky and expensive. To realise its full potential, 바카라사이트refore, ��big digital�� needs strategic oversight from 바카라사이트 senior leadership team, as well as a continuity of funding and implementation resources. The challenge of acquiring sufficient digital dexterity for 바카라사이트 modern world extends to all groups, from teaching, research and support staff to senior management and governors.

Universities that stubbornly remain analogue-only may yet survive �C particularly if 바카라사이트y have high prestige. But 바카라사이트y are likely to be managing decline. Institutions that have 바카라사이트 foresight and confidence to take a strategic approach to digital transformation, by contrast, are likely to reap a considerable dividend.

David Maguire is interim principal and vice-chancellor of 바카라사이트 University of Dundee and chair of Jisc, 바카라사이트 UK education and technology not-for-profit.