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University-21 paradoxes Higher Education India

Higher Education Consulting Firm

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University-21 paradoxes Higher Education India

  1. 1. www.university 21.com 1 PARADOXES OF HIGHER EDUCATION SURVEY
  2. 2. www.university 21.com 2 INDIA ECONOMY CORRELATIONS TO GDP EDUCATION COMPETITIVENESS INNOVATION PARADOXES SURVEY CHALLENGES DEMOGRAPHIC DIVIDEND HIGHER EDUCATION ENROLMENT 21ST CENTURY EDUCATION IDEAS BLENDED EDUCATION SCALE SOCIAL INNOVATION AND ENTREPRENEURIAL EDUCATION 21ST CENTURY MANAGEMENT UNIVERSITY-21 HIGHER EDUCATION LANDSCAPE
  3. 3. www.university 21.com 3
  4. 4. www.university 21.com CONTEXT: GLOBAL COMPETITIVENESS AND GDP 4 Rankings on the ease of doing business 134/189 Rankings on Starting a new business rank 166/183 Global Competitiveness Index 2011-2012 ranking 60/144 GII 66/144 India s population is 1.2 Billion GDP is $ 1.8 Trillion GDP per capita is $1400 GDP per capita (PPPAdjusted) is $3800 400 Million people live below $2 a day
  5. 5. www.university 21.com 5 Innovation and patent landscape
  6. 6. www.university 21.com 6 1. MANAGEMENT PRACTICES IN THE HIGHER EDUCATIONAL INSTITUTIONS AND UNIVERSITIES: Over the past decade, a team from Harvard Business School, London School of Economics, McKinsey & Company, and Stanford has systematically surveyed global management. They measured management practices across operational management, monitoring, targets, and people management and generated an overall management score, surveying over 10,000 firms including educational institutions and in 20 countries including India. This research created the first global database of management practices. GDP and management scores have positive correlationi . i https://www.google.co.in/#q=nick+bloom+stanford+PPT+GDP+relation+to+management
  7. 7. www.university 21.com SURVEY OBJECTIVES AND METHODOLOGY 7 • The Objective of the survey was to understand the impediments for growth of universities and higher educational institutions and to understand if there is real need for management consultants like University-21. • The representative sample composition of universities and institutes: • Central, state, private and deemed Universities. • All twenty-nine states and union territories were covered. • Engineering colleges with enrolment level more than 1000 students. • Management colleges with enrolment level more than 100 students. • We randomly selected sample universities/institutions and sent online ‘Paradoxes of Higher Education’ survey link along with a cover letter with one week deadline. • 67 out of 150 universities and colleges responded from 24 states.
  8. 8. www.university 21.com 24/29 STATES REPRESENTED BY 67 UNIVERSITIES AND HIGHER EDUCATIONAL INSTITUTIONS 8 METHODOLOGY
  9. 9. www.university 21.com SURVEY QUESTIONER 9 Q1. What is the size of your institute/university? Q2. By what percentage do you expect student enrolment to grow in your institute/university in the coming academic year? Q3. Do you believe that having students and faculty exchange program with reputed foreign universities can become a game changer and improve ranking of your institute/university? Q4. Do you believe that your faculty and staff are engaged and motivated up to your expectations? Q5. Overall, I am very satisfied with the way my institute performed (is performing) currently. Q6. What percentage of your students got placed last year before passing out from your institute/university? Q7. What are the top three pain points that your institute is facing? Q8. What is your current annual revenue? Q9. What's holding you back from reaching your growth aspirations? Q10. Are you ready to invest in a consulting program that will help you improve enrolment, placement and ROI on a predictable and consistent basis?
  10. 10. www.university 21.com 10 42% 16% 17% 11% 2% 13% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Less than 1,000 students 1,000 1,999 Students 2,000 3,999 students 4,000 6,999 students 7,000 10,000 students More than 10,000 students RESPONDENTS PERCENTAGE SIZEOFUNIVERSITY/INSTITUTE
  11. 11. www.university 21.com 11 33% 33% 13% 6% 6% 9% 0% 5% 10% 15% 20% 25% 30% 35% Less than 10% 10 20% 20 30% 30 50% 50 70% Above 70% RESPONDENTS PERCENTAGE YOYENROLMENTGROWTHRATE
  12. 12. www.university 21.com 12 9% 2% 17% 25% 48% 1. Strongly Disagree 2. Disagree 3. Neither Agree nor Disagree 4. Agree 5. Strongly Agree 0% 10% 20% 30% 40% 50% 60% FACULTY,STUDENTEXCHANGEPROGRAM RESPONDENTS PERCENTAGE
  13. 13. www.university 21.com 13 5% 11% 32% 38% 14% 0% 5% 10% 15% 20% 25% 30% 35% 40% 1. Strongly Disagree 2. Disagree 3. Neither Agree nor Disagree 4. Agree 5. Strongly Agree RESPONDENTS PERCENTAGE FACULTYENGAGEMENTLEVEL
  14. 14. www.university 21.com OVERALL PERFORMANCE SATISFACTION SCORE 14 8% 13% 25% 38% 17% 0% 5% 10% 15% 20% 25% 30% 35% 40% 1. Strongly Disagree 2. Disagree 3. Neither Agree nor Disagree 4. Agree 5. Strongly Agree RESPONDENTS PERCENTAGE PERFORMANCESATISFACTION SCORE
  15. 15. www.university 21.com PAIN POINTS AND HOLD BACK 15
  16. 16. www.university 21.com 16 11% 11% 8% 6% 25% 38% 0% 10% 20% 30% 40% Do not know 10 20% 20 30% 30 50% 50 75% Above 75% RESPONDENTS PERCENTAGE PLACEMENT
  17. 17. www.university 21.com 17 1. Our present students enrolment ratio in higher education is just about 18 percent targeted to increase that figure to 30%, requiring another 800 universities and 40,000 colleges in the next 10 years. Basically huge demand exists. But, 42% of the institutes have enrolment less then 1000 and another 16% have below 2000. Also 66% institutes expect enrolment growth less than 20%. Clear Demand Supply Disequilibrium. Conclusion: Institutes need to rethink their growth strategy. 2. National employability test, industry, NASSCOM have repeatedly echoed that only 20 25% of the graduating students are employable, the placement are below satisfactory levels, yet the heads of institutions seem to be satisfied with their performances? Conclusion: There is clear need for improved industry academia interaction and the need to have performance management. 3. 100% respondents said that they Lack Quality Faculty, they echo that faculty capability improvement is their number one pain point, yet the respondents write that they are satisfied with faculty engagement. Conclusion: Serious need to assess relationship between 21st century skills needed in he classroom, student aspirations, quality of leadership bandwidth, understanding of the shared vision by entire faculty and administrative staff at the institutes TAKE AWAY University 21 team can work with your team to see opportunities which others miss.
  18. 18. www.university 21.com PEOPLE AT UNIVERSITY-21 18 Harjiv Singh, Founder & CEO Salwan Media, Gutenberg Communications, BrainGain Magazine Dr. Sethuraman (Panch), Panchanathan, Senior Vice President, Arizona State University Prof.Fernando Reimers, Harvard University Mahendra Bapna Harvard Advanced Leadership Fellow, Former CEO of Tata Enterprises Hon. Jerry MacArthur Hultin, Senior Presidential Fellow, New York University
  19. 19. www.university 21.com VISION UNIVERSITY-21 OFFERS VARIETY OF SERVICES TO HIGHER EDUCATION AND VOCATIONAL EDUCATION INSTITUTES, BOTH PRIVATE AND PUBLIC; IN THE AREAS OF ORGANISATIONAL LEADERSHIP AND STRATEGY; FACULTY AND STAFF DEVELOPMENT; MARKETING AND BRANDING; INDUSTRY NETWORK AND PARTNERSHIPS DEVELOPMENT; STUDENT AND ALUMNI AFFAIRS; STUDENT AND FACULTY EXCHANGE PROGRAMS; DUE-DILIGENCE WITH JV PARTNERS; FINANCIAL RESTRUCTURING; ENROLMENT, RETENTION, CURRICULA AND PEDAGOGY DEVELOPMENT; PROCUREMENT AND OUTSOURCING; IT SYSTEM DEVELOPMENT; DEVELOPING INNOVATION AND EXCELLENCE CENTERS. EACH IS DESIGNED TO IMPROVE OVERALL PERFORMANCE OF OUR CLIENTS. 19 WHAT WE OFFER TO BE THE MOST TRUSTED AND RESPECTED PROFESSIONAL SERVICES FIRM IN THE HIGHER EDUCATION SECTOR, RECOGNIZED BY OUR CLIENTS AND CLIENTS CUSTOMERS IN INDIA AND THE MIDDLE EAST FOR DELIVERING EXCELLENCE.
  20. 20. www.university 21.com Thank you 20

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