power of planning richard w. oliver ceo, american sentinel university
TRANSCRIPT
Power of Planning
Richard W. OliverCEO, American Sentinel University
American Sentinel University, formed 2.06, is a …
DETC accredited, online, for-profit, quality-oriented university (founded by &Vanderbilt University), JB Wyatt (Chancellor Emeritus, VU) & Lamar Alexander(former U.S. Secretary of Education)Serve 1100 mid-career professionals & military personnel with 25 innovative degree (MS BI, BS GIS) programs in healthcare & allied health, business and technology.
Based in Denver w/offices in
Nashville & Birmingham
Title IV Eligible
In Self Study
In Self Study
Recent research Philosophy
DefinitionRoles of the plannerBenefitsDriving forcesManaging the process
Introduction
Typical school faces, Typical school faces, simultaneously:simultaneously:Technology revolutionRegulatory changeEconomic downturn GlobalizationIncreasingly “wired/wireless”
studentLooming faculty shortageRash of new rivals ...
Old tools don’t work anymore
One of the world’s toughest jobs ….
Cornell ’69Never saw a computerUsed Wang Mechanical Adding Machine
Cornell ’69Never saw a computerUsed Wang Mechanical Adding Machine
Googled, Wiki-ed, WiFi-ed, iPod-edYouTubed, Filckr-ed, TwitteredFaceBook-ed, blogging, podcasting,text messaging…
PhilosophyPhilosophy “Managing in permanent white water”- Rick Oliver
PhilosophyPhilosophy “Managing in permanent white water”- Rick Oliver
Dr. WU: President, NDU:
“Would you give a lecture to my facultyto explain the global economic crisis and what to do about it?”
The Economic Puzzle????The Economic Puzzle????
Airport bookstore economicsAirport bookstore economics
Wall Street economicsWall Street economics
Greek letter economicsGreek letter economics
Greek Letter EconomicsGreek Letter Economics
EExpxp= =
2{µ2{µΣΣπχψβπχψβ﴾﴾⅝⅝﴿﴿[4xph][4xph]
Traditional Economics
• Industry boundaries are known• Law of diminishing returns• All players act rationally
(Fishbowl economics)
Network Economics• No industry boundaries• Law of increasing returns• Players do not always act rationally
• Encyclopedia of Britannica vs. Encarta• Amazon vs Bookstores
Network Economics• No industry boundaries• Law of increasing returns• Players do not always act rationally
• Encyclopedia of Britannica vs. Encarta• Amazon vs Bookstores
Educational institutions are “nodes in the global information network”
IP = Internet Protocol
Education
IP = Internet Protocol
PhilosophyPhilosophy “Managing in permanent white water”- Rick Oliver
“Keep it simple; focus on the fundamentals”
-Vince Lombardi
2-3 page document but informed bydeep and continual analysis
PhilosophyPhilosophy “Managing in permanent white water”- Rick Oliver
“Keep it simple; focus on the fundamentals”
-Vince Lombardi
“Plans are nothing, planning is everything”
-Dwight D. Eisenhower
PhilosophyPhilosophy “Managing in permanent white water”- Rick Oliver
“Keep it simple; focus on the fundamentals”
-Vince Lombardi
“Plans are nothing, planning is everything”
-Dwight D. Eisenhower
“I don’t skate to where the puck is, I skate to where it’s going to be.”
-Wayne Gretzsky
PhilosophyPhilosophy “Managing in permanent white water”- Rick Oliver
“Keep it simple; focus on the fundamentals”
-Vince Lombardi
“Plans are nothing, planning is everything”
-Dwight D. Eisenhower
“I don’t skate to where the puck is, I skate to where it’s going to be.”
-Wayne Gretzsky
“A battle plan seldom survives contact with an enemy”
- Colin Powell
PhilosophyPhilosophy “Managing in permanent white water”- Rick Oliver
“Keep it simple; focus on the fundamentals”
-Vince Lombardi
“Plans are nothing, planning is everything”
-Dwight D. Eisenhower
“I don’t skate to where the puck is, I skate to where it’s going to be.”
-Wayne Gretzsky
“A battle plan seldom survives contact with enemy”
- Colin Powell
“Anyone can do strategy, the trick is in the implementation!”
-Roy Merrills
Definition of Definition of Planning:Planning: 1. Understanding the
structure of your marketplaceand your relativecompetitive position in that market; 2. determine & detail actions to either: a). change the structure of the market, or b). to improve the school’s position in its market.
Definition of Definition of Planning:Planning: 1. Understanding the
structure of your marketplaceand your relativecompetitive position in that market; 2. determine & detail actions to either: a). change the structure of the market, or b). to improve the school’s position in its market.
Southwest AirlinesWalMartCharles SchwabAmazonApple iPod ….
Roles of Roles of PlannerPlanner
DiagnosticianDiagnostician
Roles of Roles of PlannerPlanner
DiagnosticianDiagnostician
BuilderBuilder
Roles of Roles of PlannerPlanner
DiagnosticianDiagnostician
BuilderBuilder
Coach Coach
Following a formulas
Making forecasts
Only financial decision making...
PlanninPlanninggIsn’t ...Isn’t ...
Analysis
Challenging the status quo
Creating choices
Communication
Commitments
PlanninPlanninggIs ...Is ...
Planning Planning Cycle Cycle
Outcomes Plan &Outcomes Plan &Degree Action PlanDegree Action Plan2 Years2 Years
Annual Plan & Annual Plan & BudgetBudget1 Year1 Year
““Corporate”Corporate”PlanPlan
5 Years Outlook5 Years Outlook
School Unit Plan School Unit Plan 3 year Outlook 3 year Outlook
Participation and roles
(add important constituents into the process)
Time (frequency, pace, period)
Resources
Top-down; bottom-up
Ownership
Managing Managing the the Planning Planning Process Process
AuditAnalysisAssessmentAlternativesActionAdjustments
6 As of 6 As of PlanninPlanningg
Strategic AssessmentStrategic
Assessment
Strategic Alternative
s
Action Plans
InternalAnalysis
ExternalAnalysis
Strategic
AuditYesterdayYesterday
TodayToday
TomorrowTomorrow
Strategic AssessmentStrategic
Assessment
Strategic Alternative
s
Action Plans
InternalAnalysis
ExternalAnalysis
Strategic
Audit
Adjustments Everyday!Adjustments Everyday!
Q. How did school get to its position & situation? What were the factors which lead to this?
PlanninPlanning Auditg Audit
Timeline AnalysisDefinition of the
schoolFinancial results &
analysisOperating principlesGovernanceSWOT analysis
PlanninPlanning Auditg Audit
ToolsTools
Specific, Specific, Detailed,Detailed,ProvableProvable& Ranked& RankedObservatioObservationsns
SWOT SWOT AnalysisAnalysis
Weaknesses
Threats
Strengths
Opportunities
Facts vs. Opinions, Feelings …..
InternaInternal l AnalysiAnalysiss
Q. What are the forces/issues internal to the organization that successfully drive our school; or negatively impact our success?
Internal Internal AnalysisAnalysis
Internal Internal AnalysisAnalysis
Value Enhancing Processes
Core Capabilities
Sustainable Competitive Advantages
SystemSystemProcessProcessSkill Skill Technique Technique Or, Or, combination combination of of technologietechnologiess
Core Core CompetencieCompetenciess
Core CompetencyCore Competency PrismPrism
ServicServicee
OutcomesOutcomes
QualityQuality
Faculty & Student Recruiting
TeachingPlacement
Marketing
Student
Services
““Margin”Margin”
School Infrastructure
Human Resources
Technology
Procurement
Primary ActivitiesPrimary Activities
Support Support ActivitiesActivities
Value Value ChainChain
Faculty & Student Recruiting
TeachingPlacement
Marketing
Student
Services
““Margin”Margin”
School Infrastructure
Human Resources
Technology
Procurement
Primary ActivitiesPrimary Activities
Support Support ActivitiesActivities
Value Value ChainChain
Faculty & Student Recruiting
TeachingPlacement
Marketing
Student
Services
““Margin”Margin”
School Infrastructure
Human Resources
Technology
Procurement
Primary ActivitiesPrimary Activities
Support Support ActivitiesActivities
Value Value ChainChain
(Peacemaker)
Employee & studentattitude
Skills inventoryTraining programsSuccession planning“Management by walking around”Dilbert Index
Internal Internal SurveysSurveys
ExternaExternal l AnalysiAnalysiss
Q. What are the forces/issues operating in the external environment that will drive our business positively and negatively?
External External AnalysisAnalysis Market Environment
School Environment
Global Economic/Social Environment
GlobalGlobalEnvironmentEnvironmentalalAnalysisAnalysis
DemographicsEconomicsSocialCulturalAcademicRegulatoryTechnologicalEcological &Surprises!
“I think, therefore I am”“Just the facts, Mamm!’
Demographics
0
100
200
300
400
500
2000 2010 2020 2030 2040 2050
less than 65 65-84 85+
US Population: Growth of 65+ and 85+ increasing demand for geriatrics education
Social
Technological
Surprises!
Confidential
“Never predict anything that
hasn’t already happened.”
“Electronic technologies will transform the American education system…”
-- Marshall McLuhanUnderstanding Media:The Extensions of Man, 1964
Surprises!
Planning Planning AssessmenAssessmentt
Q. Given where we’ve been (Audit) and where we are today (Internal & External Assessment) what is our current position, what does it take to succeed and do we have what it takes to achieve the potential plans we might undertake?
AssessmenAssessment t
ToolsTools
Critical success factors
VIRO AnalysisBalanced scorecardStrategic
Readiness
VIRO VIRO Analysis Analysis
Value: Do the schools resources and capabilities enable it to respond to environmental threats or opportunities?
Imitability: Do schools without a resource or capability face a cost disadvantage in obtaining it compared to schools that already have it?
Rareness: How many schools already possess particular valuable resources and capabilities?
Organization: Is the school organized to exploit the full competitive potential of its resources and capabilities?
Planning Planning LevelsLevels
School orDept.
School orDept.
School orDept.
School orDept.
CorporateCorporate
“Corporate” Strategy
Unit Level Strategy
““CorporateCorporate” Level ” Level StrategicStrategicDecisionsDecisions
1. Desired portfolio of degrees/schools in 5-10 years
2. Distinctive support to portfolio
3. Major investments required
4. Target results
Unit Level Unit Level StrategicStrategicDecisionsDecisions
Not mutually Not mutually exclusiveexclusive
1. Focused growth (concentrated, concentric)
2. Diversification (related, unrelated, geographic)
3. Integration (vertical, horizontal)
4. Combination (merger, acquisition, j/v, alliance)
5. Retrenchment6. Entry / Exit ....
Action Action PlansPlans
ObjectivesFunctional
tacticsFunctional
action programs
Detailed budgets
Pro Forma
GI Joe
GI Joe Transformer
GI Joe Transformer
AdjustmenAdjustmentsts
Evaluation (Metrics, Metrics, Metrics…)
Contingencies
ConclusionsConclusions “You’ve got to come up with a plan. You can’t
wish that things will get
better.”-- Jack Welch, Former Chairman & CEO, GE
Only US company to be in theTop 10 companies in 1900 & 2000
This is just going from bad to worse!
If you don’t know where you are going, any road will get you there!
“Never predict anything that
hasn’t already happened.”
Surprises!
Richard W. OliverAmerican Learning Solutions
Edutainment:The convergence of Education,Entertainment & Information
Education Entertainment Information
$800 B $1.7 T $200 B
InformationEducation
Entertainment
InformationEducation
Entertainment
$ 2.5 T - 10% US GDP #2 $5 T Worldwide
Edutainment
Computer & video game sales clearly outperformed the combined ticket sales for NHL, NBA and NFL games.
1,017.1 997.0 852.9
6,300.0
0.0
1,000.0
2,000.0
3,000.04,000.0
5,000.0
6,000.0
7,000.0C
om
pu
ter
& V
ideo
Gam
es
NB
A
Computer & Video Games
NHL
NBA
NFL
Source: IDSA,ESPN, THEADOS Analysis
Rev
enue
s (m
illi
ons)
Time
K - 12
Major Research Universities
4-Year Teaching Universities
Community Colleges
Graduate Business Schools
Corporate Universities
Education’s transformation to Edutainment:
The Seeds of the New Edutainment The Seeds of the New Edutainment Revolution have been planted …Revolution have been planted …
The old 3 Rs of educationThe old 3 Rs of educationReading‘Riting‘Rithmetic
Joined by the new 3 Rs of educationJoined by the new 3 Rs of educationRevolutionRevoltReform
Role of education:
“Preparing students for the world they’ll inherit…
NOT the one we’re living in now”
“If you’re only as good today
as you were yesterday ...
you wont be good enough
for tomorrow”