Challenges of Business Education During the COVID-19 Pandemic and Beyond

Dr. Luis María R. CalingoPresident, Holy Angel University

IACBE 2020 Asian Regional ConferenceNovember 5, 2020

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Crisis as Opportunity

How Will Business Schools Look Like?

Enabling Forces• Digital Transformation• Collaboration• Strategy-Supportive

Culture

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Photo Credits: https://magazine.wharton.upenn.edu/digital/how-business-education-will-look-in-the-future/

Generic Business Model Canvas

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Translating the Business Canvas to EducationMISSION – What is our reason for being?

[5]How do the above components translate

into revenue for our institution?

VISION – Where do we see ourselves by 2030?CORE VALUES – What non-negotiables do we stand for?

[9]How do the key partners, resources, and

activities translate into our institution’s cost structure?

[8]Who are the key partners that help us create the

services we provide to those we serve?

[6]What are the key activities

that create the services we

provide?

[4]What is the

nature of the relationship we have with those

we serve?

[2]How do we help serve those we

intend to serve to do what they

are trying to do?

[1]Who do we

serve and what are they trying

to do?[7]What are the key

resources we need to create the resources we

provide?

[3]How do we deliver

our services to those we are trying

to serve?

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HAU’s Pre-Pandemic Business ModelTo provide accessible, high-quality education that transforms students into persons of conscience, competence, and compassion, all for the glory of God

Revenue Streams• Tuition and other school fees (92% of revenue)• Interest from investments (6%)• Auxiliaries and miscellaneous (1%)

To become a role-model catalyst for countryside development and one of the most influential, best-managed Catholic universities in the Asia Pacific region

Christ-Centeredness, Integrity, Excellence, Community, Societal Responsibility

Key Activities• Work System

Consists of 12 key processes

• QMS aligned with ISO 9001:2015 standard

Customer Relationships

• We are all about students.

• Student engagement in the learning process

Key Customers• Students and

Parents- K-12 (~45%)- College (~50%)- Graduate (~5%)

• Stakeholders- Employers and

Community Partners

- Government- Alumni

ChannelsTraditional, face-to-

face, on-campus instruction

Value Proposition

• Students and Parents- Employability- Quality vis-à-vis

global standards• Stakeholders- Workforce readiness- Contribution to

regional development (HAU is to Central Luzon as Stanford is to the Silicon Valley.)

Key Resources• Academically and

professionally qualified faculty

• 2019 PMAP Employer of the Year for Luzon

Key Partners• Key Suppliers- Feeder schools- Vendors- Outsource

agencies• Partners and Collaborators- Other schools- Accreditors and

regulators- Funders

Cost Structure• Instruction (60% of total expenses)• Academic support & student services (5%)• Compensation and benefits (46%)

MISSION

VISIONCORE VALUES

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Leadership Process

1.0 Develop University Vision and Strategy

Key Suppliers• Feeder Schools• Suppliers of Materials and

Services• Outsource Providers

Key Partners and Collaborators• Employers• Other HEIs• Regulatory Agencies

(e.g., CHED, DEPED)• R&D Funding Agencies

(e.g., DOST)• Private Funding Agencies

(e.g., PEAC)• Accreditation Agencies

(e.g., PAASCU, PACUCOA)• Sectoral Organizations

(e.g., CEAP, PACU)

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Support Processes

Learning-Centered Processes2.0 Develop, Deliver, and Assess Curriculum,

Assessment, and Instruction3.0 Design and Deliver Student Support

Services

4.0 Design and Manage Operations

5.0 Manage Student and Stakeholder Relationship and Engagement

6.0 Develop and Manage Faculty and Staff

7.0 Manage Information Technology

8.0 Manage Financial Resources

9.0 Acquire, Construct, and Manage Facilities

10.0 Manage Enterprise Risk, Compliance, and Continuity of Operations

11.0 Manage External Relationships

12.0 Develop and Manage University Capabilities

Learning-Centered Clusters• Academic Affairs • Student Affairs • Christian Formation & Social Integration • University Registrar

Management and Support Clusters• Human Resource Management• Information Technology Services• Finance and Resource Management• Campus Services and Development• External Affairs

Educational Programs,

Offerings, and Services

Studentsand

Stakeholders

Students andStakeholderFeedback

LeadershipPerformance

ReviewsOther Process and Outcome Measures

OUR WORK SYSTEMWhat are the key activities that create the services we provide?

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Strategy Development Principle

In order to plan in the most strategic way for the future of Holy Angel University:• We need to start with a vision of where education is going –

a vision of education within the context of the greater society. • Then we need to plan back from that vision … recognizing

that there is no “one size fits all” model.

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Changing HAU’s Business ModelTo provide accessible, high-quality education that transforms students into persons of conscience, competence, and compassion, all for the glory of God

Projected Revenue Streams

To become a role-model catalyst for countryside development and one of the most influential, best-managed Catholic universities in the Asia Pacific region

Christ-Centeredness, Integrity, Excellence, Community, Societal Responsibility

Key Activities• Measure learning

rather than seat time.• Leverage technology.• Shift focus from the

teacher to student.• Align competencies

with assessments.

Customer Relationships

• We are all about students.

• Employer engagement in the learning process

Key Customers• Greater focus on

SHS, college, and graduate students

• New focus on working adults (continuing education, degree completers, career accelerators, and industry switchers)

• Employers as most important stakeholder group

Value Proposition

Competency-Based EducationFROM We guarantee that our students have taken the following courses.TO We guarantee that our students can do the following.Exemplar: Southern New Hampshire University (SNHU)

Key Resources:Student Support

TeamCoach, Mentor, and

Learning Partner

Key Partners• Key Suppliers- Feeder schools- Vendors- Outsource

agencies• Partners and Collaborators- Other schools- Accreditors and

regulators- Funders

Projected Cost Structure

MISSION

VISIONCORE VALUES

Channels• Hybrid Delivery (~70%

of degree programs)• Purely Online (~30%)

Exemplar: Western Governors University (WGU)

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Additional Strategy Consideration #1The Nature of the Campus

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Holy Angel UniversitySchool of Business and Accountancy

University of PittsburghJoseph M. Katz Graduate School of Business

Additional Strategy Consideration #2The New Competition

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Quantic MBA• Mobile app-based• Accredited by DEAC• 11 months• 150-200 students• Zero tuition fees

https://quantic.edu/

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Thank You Very Much!

Salamat po!

Dacal a salamat pu!

Agyamanacunay!

Daghangsalamat!

اركش Dios ti

agngina!

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For More Information

Dr. Luis María R. CalingoPresident, Holy Angel University1 Holy Angel AvenueSanto Rosario, Angeles City 2009

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