Dare we dream what will happen to most traditional universities if any of these unpredictable tech titans decides to service the growing global demand for higher education, which is predicted to reach 252 million students by 2025? If this happens, I argue higher ed will undergo a radical redesign, a metaphorical ice age, permanently disrupting the age-old model to which many faculty and institutions desperately cling.

A fine fairy tale, but what evidence suggests the FANG companies are even interested in higher education? Plenty. In January of 2018, Amazon hired Stanford University Professor Candace Thill to serve as director of learning science and engineering. Facebook has explored partnerships with for-profit content provider Udacity and tested features that could morph the social media platform into a learning management system. Facebook also quietly signed research agreements with 30 premiere research universities and has partnered with a number of community colleges to develop digital marketing curricula. Google Classroom streamlines assignments, boosts collaboration, and fosters seamless communication to make teaching more productive and meaningful. While designed for K-12, the product’s potential higher-ed applications are obvious, especially when coupled with Google’s G Suite for education. While Netflix has yet to show signs of interest in higher ed, textbook publisher Cengage recently adopted a Netflix-like unlimited subscription model in an effort to eclipse Pearson, its only real competition in the higher-ed publishing marketplace.

Each of the FANG companies uses big data analytics to customize the user experience. These platforms predictively personalize content based on algorithms derived from previous user behavior and demographic data. Customized learning is the next frontier for higher ed. Why should students suffer through content they already know well, when they can better focus on the content they have not yet learned? With few exceptions, it has been difficult for higher ed to adopt competency-based education, while the world in which students live has become exponentially more personalized.

The road not traveled
These are not small signs of change, but large bellwethers that higher education is headed for broad disruption. Couple these technological innovations with diminishing college-aged enrollment, increasing cost of attendance, and high student debt load, and it becomes apparent that the current campus-based, semester-delivery model will likely not sustain itself into the next century, with the exception of a few elite, well-endowed institutions and community colleges in sufficiently populated areas.

It's time to think about how to future-proof your college

The disruptive foreshadowing is clear, but what can higher ed do now to futureproof itself? Like prepping for an apocalyptic event, it would be difficult to know where to start, and there are barriers at every turn. Institutional accreditors and regulators make paradigmatic innovation difficult to realize. More paradoxically, vulnerable institutions most in need of futureproofing lack the risk tolerance, fiscal, and human resources to change, while endowed institutions are not motivated to innovate, but have all the risk tolerance and resources they would need.

Without being overly prescriptive, I submit that most institutions can start by simply acknowledging that disruptive change is on the horizon. Formal and informal conversations can be had, and strategic actions can be planned that will better prepare the institution to withstand disruptive competition. The range of responses can vary based upon institutional mission, resources, and willingness to innovate. While most institutions perform periodic SWOT analyses as part of strategic planning, unforeseen threats as described above are usually overlooked, or at best underestimated.

I suggest institutions spend time imagining a new world in which one of the FANG companies is offering accredited certificates and degrees to an already captive audience. This exercise might motivate more institutional creativity, proactivity, and preparedness to persist in the face of disruption.

About the Author:

Dr. Bradley Fuster serves as interim provost and vice president of academic affairs at Keuka College in New York. Dr. Fuster previously served as professor of music, department chair, and interim chief information officer at SUNY Buffalo State and was responsible for developing the college’s fully online Master of Music Education.


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