25. “Learning experiences leading to micro-credentials are designed
to provide the learner with specific knowledge, skills and
competences that respond to societal, personal,
cultural or labour market needs.
(European Commission, 2022).
1. Critically reading the code
https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=uriserv:OJ.C_.2022.243.01.0010.01.ENG
32. “Microcredentialing is an outgrowth of
the neoliberal learning economy. In
this economy, education resembles a
commodity, a product, or service
marketed and sold like any other
commodity” (p. 2).
1. Critically reading the code
37. 2. Developing a plan for take off
https://er.educause.edu/articles/2023/5/educause-and-wcet-quickpoll-results-current-trends-in-microcredential-design-and-delivery
2023
40. Key questions for institutions…
• What type of leadership is required?
• What type of structures are required?
• What type of business models are required?
2. Developing a plan for take off
41. Photo by Annie Spratt on Unsplash
“Get the right people on the bus
and in the right seats”
(Clayton Christensen, 2015)
2. Developing a plan for take off
43. “We found that effective
leaders listen,
link, leverage
and then
lead,
in that order”
(Fullan & Scott, 2009, p. 97).
2. Developing a plan for take off
48. • Mainstreams
• Part of normal work
• Strong alignment to
macro-credentials
NEW
STRUCTURES
WEAKNESSES
ESTABLISH A PROFESSIONAL AND
CONTINUING EDUCATION UNIT
WHAT ARE
YOUR
OPTIONS?
S O
W T
CREATE A COMPLETELY SEPARATE
STANDALONE BUSINESS UNIT
INCORPORATE INTO A CENTRAL DIGITAL
EDUCATION SUPPORT UNIT
INTEGRATE INTO THE NORMAL FACULTY
STRUCTURES AND DELIVERY MODEL
STRENGTHS
CURRENT
STRUCTURES
• Less flexibility
• Added workload
• Limited disruption
to normal
business
• Greater coordination
• Builds on current
expertise
• Reduced burden
placed on academic
staff
STRENGTHS
WEAKNESSES
• Less flexibility
• Added workload
• Limited disruption
to normal
business
• Specialist services
• Clear business owner
• Common business and
resource allocation
model
WEAKNESSES
STRENGTHS
• Faculty disconnect
• Leveraging industry
links
• Weaker nexus between
research and teaching
• Greater flexibility
• Adopts a commercial
business model
• Easier to establish
return on investment
WEAKNESSES
STRENGTHS
• Little cross subsidisation
• Outside of normal
business
• Loss of academic
ownership
H3 Innovation
H1 Innovation
H1 Innovation
H2 Innovation
(Brown, 2022)
2. Developing a plan for take off
53. • Calculating the real
costs
• Failure to address
the demand-side
• Gaps in quality
assurance
• Limited evidence
of the benefits
• Challenge of
navigating
entangled
discourses
3. Troubles that may ground your plans
Photo by Andy Hermawan on Unsplash
54. Photo by Sasun Bughdaryan on Unsplash
Costs
Direct
Indirect
3. Troubles that may ground your plans
56. Survey of 510 US employers
https://upcea.edu/employers-are-all-in-on-microcredentials-survey-shows-inside-higher-ed/
3. Troubles that may ground your plans
57. • No course quality rating
• Limited careers guidance
• Limited learner support information
• Lack of quality assurance information
• Weak employability outcomes data
3. Troubles that may ground your plans