Presidents as Chief Disruptors?

Entrepreneuring Frontier: What Does the Future of Higher Education Look Like?

Can presidents be Chief Disruptive Officers?

A compact, presidents-only, conference in Niceville, FL, on October 9-10 will try to answer that question. Tagged the “The Entrepreneuring Frontier,” organized by Higher Education Innovation (HEI) which will feature three distinguished leaders in higher education among its speakers: keynoter Rufus Glasper, President and CEO of the League for Innovation in the Community College, breakout session presenter Joe May, Chancellor Emeritus of Dallas College, and distinguished panelist, Henry Mack, former Senior Chancellor at the Florida Department of Education. In their own way, Glasper, May, and Mack have been on the forefront?of not only preaching change, but enacting change in innovative ways where they led institutions and government agencies.

Now, with the pandemic in the rearview mirror, declining enrolments and dropping completion rates in the foreground, and skills-based hiring on the table, what can this conference offer to those who attend? I put this to Jay Box, the longtime leader of the Kentucky Community & Technical College System (KCTCS) who now serves as HEI’s Chief Leadership Innovation Officer.?

Q. Jay, in your mind, what will make this conference different from others, and what do you expect attendees will take away??

A. First, the conference is intentionally small. We want the attendees to have a chance to have intimate “pick-your-brain” discussions with the speakers and presenters. Second, presidents today are looking for solutions—innovative best practices that are proving successful at other institutions. And, finally, because higher education is changing so rapidly after the pandemic, they want to know “what’s next?”

After spending quality time with up to 24 distinguished speakers and presenters, HEI believes that presidents will leave the conference feeling confident that they can develop a game plan for leading their institution into the future.

Q. Jay, can you discuss what you and others see as the greatest challenges to community colleges and, separately, to four-year institutions?that might be addressed at the conference.?

A. One of the biggest challenges is the impact of the latest technologies in the teaching and learning process and in evolving institutional business practices. That is why we have two keynote speakers that will focus on today’s technologies in higher education. Another is the fear of the unknown. The pandemic changed everything overnight. Institutions weren’t ready for that, but they quickly adjusted.

But presidents want to know how they can be better prepared for the next big “disruption.” The truth is presidents need to become more entrepreneurial and actually lead disruption in their institutions. One of our keynote speakers is going to address disruption that has taken place in the business world and how it can be applied in higher education.

Q. Jay, in terms of the development of future leaders, what do you see on the horizon for new leaders and what guidance should they look to in order to push the traditional boundaries for change, but do so in a practical manner??

A. The playbook has changed. Expectations are much higher, especially from policy makers in our state and federal governments. They expect a much better return-on-investment from both the public funds allocated to institutions as well as from the tuition dollars paid by students. And they are sick and tired of hearing about student loan debt.

The mantra has to change to: “give me graduates that get through their college education process quicker without accumulating debt and who are well-prepared to make an immediate impact in the workforce.” So, for an institutional leader, what do you do? There is no doubt that the corporate world has had to change their business model after the pandemic. Our presidents should take their lead—become more entrepreneurial, implement innovative ideas, become leaner in your business operations, speed up the time to degree, and establish a price point for tuition that makes your institution competitive.

Q. Conferences are often mind-expanding experiences, but upon returning leaders are confronted with their day-to-day challenges. What strategies does HEI have in place to help leaders plan for and carry out longer-term changes.?

A. You are correct in that it is easy for a president to go back home and not have the time or energy to implement ideas heard at a conference. HEI doesn’t want that to happen. We offer at no cost an opportunity for presidents to follow up with HEI staff with questions or to run an idea by us.

For a relatively small fee, HEI also offers our consulting services where our staff come to an institution and conduct an "entrepreneurial” assessment to help a president determine what changes or enhancements might be needed to bring about lasting change.