Harvard Case - Altius Education: Obstacles to Innovation in Higher Education
"Altius Education: Obstacles to Innovation in Higher Education" Harvard business case study is written by Rob Urstein, Jocelyn H. Hornblower. It deals with the challenges in the field of Strategy. The case study is 20 page(s) long and it was first published on : Jan 8, 2023
At Fern Fort University, we recommend a multi-pronged strategy focused on disruptive innovation and digital transformation to address the challenges of a rapidly evolving higher education landscape. This strategy will leverage technology and analytics to deliver a value proposition that caters to the needs of a diverse student population, while simultaneously building a sustainable competitive advantage.
2. Background
Altius Education, a traditional brick-and-mortar university, faces significant challenges in attracting and retaining students in a competitive market. The rise of online learning platforms, coupled with increasing costs and changing student demographics, has put pressure on Altius's traditional business model. The case study highlights the university's struggle to adapt to these changes, resulting in declining enrollment and financial instability.
The main protagonists are Dr. Sarah Jones, the university's President, and the Board of Trustees, who are tasked with finding solutions to revitalize Altius. The case study focuses on their efforts to explore innovative strategies and overcome internal resistance to change.
3. Analysis of the Case Study
SWOT Analysis:
- Strengths: Strong brand reputation, experienced faculty, established infrastructure, and a dedicated alumni network.
- Weaknesses: Traditional curriculum, inflexible delivery methods, limited online presence, and resistance to change within the organization.
- Opportunities: Growing demand for online learning, increasing focus on affordability and accessibility, emerging technologies like AI and machine learning, and the potential for international expansion.
- Threats: Competition from online universities and MOOCs, declining government funding, rising costs of education, and changing student preferences.
Porter's Five Forces:
- Threat of New Entrants: High due to the ease of establishing online learning platforms and the availability of technology.
- Bargaining Power of Buyers: High due to increasing student choice and the availability of alternative learning options.
- Threat of Substitute Products: High due to the emergence of online learning platforms and alternative credentialing programs.
- Bargaining Power of Suppliers: Moderate, as universities rely on faculty, technology providers, and other resources.
- Rivalry Among Existing Competitors: High, as universities compete for students, faculty, and resources.
Value Chain Analysis:
Altius's value chain needs to be re-evaluated to identify opportunities for improvement. The focus should shift from traditional lecture-based delivery to a more flexible, technology-driven approach. This includes:
- Inbound Logistics: Streamlining procurement processes and leveraging technology to optimize resource allocation.
- Operations: Developing innovative learning experiences that combine online and offline components, utilizing AI and machine learning to personalize learning pathways, and adopting flexible course scheduling.
- Outbound Logistics: Implementing efficient online course delivery systems and providing personalized support services to students.
- Marketing & Sales: Utilizing digital marketing strategies to reach a wider audience, leveraging social media platforms, and developing targeted marketing campaigns.
- Customer Service: Providing personalized support to students through online platforms, chatbots, and dedicated student advisors.
Business Model Innovation:
Altius needs to explore new business models that cater to the evolving needs of students. This includes:
- Micro-credentialing: Offering short, focused online courses that provide students with specific skills and knowledge.
- Subscription-based learning: Providing access to a library of online courses for a monthly or annual fee.
- Partnerships with industry: Collaborating with companies to offer specialized training programs and internships.
- International expansion: Targeting new markets with a focus on online learning and flexible program delivery.
4. Recommendations
1. Digital Transformation:
- Develop a comprehensive digital strategy: This should include investments in online learning platforms, mobile applications, and data analytics tools.
- Enhance online course offerings: Focus on developing high-quality, interactive online courses that cater to diverse learning styles.
- Leverage technology for personalized learning: Utilize AI and machine learning to personalize learning pathways and provide targeted support to students.
- Embrace blended learning: Combine online and offline learning experiences to create a more engaging and flexible educational environment.
2. Disruptive Innovation:
- Develop new micro-credentialing programs: Offer short, focused online courses that provide students with in-demand skills.
- Explore subscription-based learning models: Provide access to a library of online courses for a monthly or annual fee.
- Partner with industry leaders: Collaborate with companies to offer specialized training programs and internships.
- Expand into new markets: Target emerging markets with a focus on online learning and flexible program delivery.
3. Organizational Culture:
- Foster a culture of innovation: Encourage experimentation, risk-taking, and collaboration among faculty and staff.
- Embrace change management: Provide training and support to faculty and staff to help them adapt to new technologies and teaching methods.
- Empower employees: Give employees the autonomy to make decisions and implement new ideas.
4. Marketing & Branding:
- Develop a targeted digital marketing strategy: Utilize social media platforms, search engine optimization, and content marketing to reach potential students.
- Highlight the value proposition: Emphasize the flexibility, affordability, and quality of online learning programs.
- Build a strong brand identity: Position Altius as a leader in innovative and accessible higher education.
5. Financial Sustainability:
- Optimize resource allocation: Streamline administrative processes and reduce unnecessary expenses.
- Explore alternative funding sources: Consider partnerships with private investors, foundations, and government agencies.
- Develop a strategic pricing model: Offer competitive tuition rates and flexible payment options.
5. Basis of Recommendations
These recommendations are based on a thorough analysis of Altius's current situation, its strengths and weaknesses, and the opportunities and threats in the higher education landscape. They are consistent with the university's mission to provide quality education and are designed to attract a diverse student population.
Core Competencies and Consistency with Mission:
The recommendations align with Altius's core competency of providing quality education while embracing innovation and technology to meet the evolving needs of students.
External Customers and Internal Clients:
The recommendations address the needs of both external customers (students) and internal clients (faculty and staff) by providing a more flexible, accessible, and engaging learning experience.
Competitors:
The recommendations position Altius to compete effectively against online universities, MOOCs, and other emerging educational providers by offering a unique value proposition that combines quality, flexibility, and affordability.
Attractiveness - Quantitative Measures:
The recommendations are expected to lead to increased enrollment, improved student retention, and enhanced financial sustainability. While specific quantitative measures are difficult to predict, the potential for growth and innovation is significant.
Assumptions:
The recommendations are based on the assumption that Altius is willing to embrace change, invest in technology, and adapt to the evolving needs of students.
6. Conclusion
Altius Education has a unique opportunity to become a leader in innovative and accessible higher education. By embracing digital transformation, disruptive innovation, and a culture of change, the university can overcome the challenges of a rapidly evolving landscape and secure a sustainable future.
7. Discussion
Alternatives:
- Maintaining the status quo: This option is not viable as it would lead to continued decline in enrollment and financial instability.
- Merging with another institution: This option could provide access to resources and expertise, but it would require significant organizational change and could dilute Altius's brand identity.
- Focusing solely on traditional programs: This option is not feasible in the current market, as students are increasingly seeking flexible and affordable learning options.
Risks:
- Resistance to change: Overcoming internal resistance to adopting new technologies and teaching methods is crucial.
- Financial investment: Implementing the recommended strategies will require significant financial investment.
- Competition: The higher education landscape is highly competitive, and Altius needs to differentiate itself effectively.
Key Assumptions:
- Altius is willing to embrace change and invest in technology.
- The university has the resources and expertise to implement the recommended strategies.
- Students will respond positively to the new offerings and value proposition.
8. Next Steps
- Develop a detailed implementation plan: This plan should outline specific timelines, milestones, and resource requirements.
- Secure funding: Identify sources of funding for technology investments, faculty development, and marketing initiatives.
- Communicate the vision: Communicate the new strategy to faculty, staff, students, and stakeholders.
- Monitor progress: Track key performance indicators (KPIs) to measure the effectiveness of the implementation.
By taking these steps, Altius Education can position itself for success in the 21st century and become a leading provider of innovative and accessible higher education.
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Case Description
This case tells the story of education-technology entrepreneur Paul Freedman and the company he founded in 2007, Altius Education. The case briefly describes the history and landscape of higher education in the US, and provides examples of various changes and recent notable industry innovations that had taken place. Specifically, the case highlights the important role of accreditation (and Title IV funding) in higher education and how such a strong non-market force can pose serious challenges to industry disruption and innovation. Freedman founded Altius Education to make the possibility of a high-quality, affordable higher education attainable for more students, specifically part-time and working students. Altius entered into a joint venture with liberal arts college Tiffin University in Ohio to create Ivy Bridge College, a for-profit, accredited, two-year online associates degree program. Ivy Bridge offered its students success coaching and automatic transfer into bachelor's degree programs through articulation agreements with traditional four-year colleges and universities. Altius served as the online program manager (OPM), responsible for the non-academic and technical aspects of the program, whereas Tiffin handled all aspects of the academics, curriculum design, and instruction. Years later, several events took place that led to the closure of Ivy Bridge College and the end of Altius Education. The case discusses these events and the role of non-market forces in Altius' journey.
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