Tag: generative-ai

University of Calgary Strategy, from an AI perspective

Posted on by Michael Magee in Uncategorized

Introduction

We’re at a point where the hype and reality of Generative AI (GenAI) are starting to settle. The reality of what GenAI can do is substantial, and it is reshaping industries and educational paradigms. There are many universities worldwide that are reassessing their roles, strategies, and value propositions. Many of these examples are from business schools but the rest of the university will also need to understand the changes coming. 3

The first step in analyzing a university’s or postsecondary’s existing strategy is to categorize, organize, and analyze the business model, value proposition, and strategic plan to analyze GenAI’s impact. It is no small irony that GenAi itself is an excellent tool for summarizing, categorizing, and analyzing an organization’s strategy. Through some prompt engineering and the publicly available documentation on their website (https://ucalgary.ca/), it was possible to pull together a summary of the organization that could be used for the analysis. Like many public institutions, information about the organization and its strategic planning is available on its website.

Although the U of C was used to create a case study on the impact of GenAI on that organization, many of the challenges and opportunities will be common to all higher education institutions. Analyzing U of C’s business model, value proposition, and strategic plan made it possible to gain insights into how a leading public research university can position itself to thrive in an AI-driven future.

The University of Calgary Overview: A Model of Adaptation and Innovation

Established in 1966 in Alberta, Canada, the University of Calgary has evolved into a centre of innovation and community engagement.

Business Model

U of C’s public institution model, funded through government grants, tuition fees, and research grants, supports three core activities:

  1. Education: Offering over 200 diverse programs to more than 33,000 students.
  2. Research: Spearheading cutting-edge investigations across 80+ research institutes and centers.
  3. Community Engagement: Local and global partnerships facilitate lifelong learning and knowledge transfer.

Value Proposition

The U of C distinguishes itself through:

  • Academic Excellence: Delivering high-quality education and research opportunities.
  • Innovation and Entrepreneurship: Cultivating an entrepreneurial mindset among students and faculty.
  • Community Impact: Driving positive change locally and globally.
  • Global Perspective: Fostering a diverse, inclusive environment that prepares students for global challenges.

Strategic Plan Summary

“Ahead of Tomorrow” (2023-2030)

U of C’s strategy for the future, “Ahead of Tomorrow,” outlines a vision for 2023-2030:

Mission: “The University of Calgary powers positive change. We strive for inimitable excellence through innovative teaching and learning, cutting-edge exploration, and community linkage.” 1

Foundational Commitments:

  • Equity, Diversity, Inclusion, and Accessibility
  • Indigenous Engagement
  • Mental Health
  • Global Engagement
  • Sustainability

Strategic Goals:

  1. Enhance Access to Future-Focused Education
  2. Leverage Research and Innovation for Societal Challenges
  3. Prioritize Community in All Activities
  4. Optimize Processes and Operations

Key Initiatives:

  • Boost financial support for thesis-based graduate students. 1
  • Offer one-semester financial aid for first-generation university students. 1
  • Develop innovative programming anticipating future demands. 1
  • Expand understanding of the university’s foundational commitments. 2
  • Enhance required programming in entrepreneurial thinking, research, and creative scholarship. 2

U of C aims to establish itself as a global intellectual hub, balancing academic excellence with innovation and community engagement. The strategic plan underscores the university’s commitment to addressing societal challenges, fostering entrepreneurial thinking, and preparing students for the future while honouring its Calgary roots and values.1 2

This is a quick summary of the organization, and there are undoubtedly some additional pieces that need to be included. Many strategic and business documents will be proprietary and confidential. Despite this, there is enough publicly available data to create a summary suitable for a strategic analysis of the U of C. A couple of points need to be made about how this analysis was conducted. By using GenAI tools, it was possible to take the existing data and do a complete analysis in a couple of hours. This has two major impacts:

  1. An organization’s strategic analysis can happen every few months; it doesn’t need to wait for years before it starts to assess the impact of GenAI on its operations.
  2. The pace of change in AI makes it difficult to keep track of all the potential impacts. Being able to use GenAI to assess an organization’s strategy also allows for the analysis of the most recent breakthroughs in the technology and the evaluation of their relevance.

Sources

1 2023-2030 Ahead of Tomorrow. https://www.ucalgary.ca/sites/default/files/teams/10/UCalgary-Strategic-Plan-Ahead-of-Tomorrow.pdf

2 Ahead of Tomorrow: UCalgary’s 2023-2030 Strategic Plan https://www.ucalgary.ca/sites/default/files/teams/10/UCalgary-Strategic-Plan-Ahead-of-Tomorrow.pdf

3 A manifesto for business schools to ensure the smart and deep integration of generative artificial intelligence into the curriculum. https://www.aacsb.edu/insights/articles/2024/04/future-proofing-higher-education

The Impact of GenAI on University Strategies

Posted on by Michael Magee in Uncategorized

Technology has been a disruptive force in society for centuries. The world of formal education has had to absorb those impacts, although often at a slower, more conservative pace. The reluctance of education to change is a more profound topic that I won’t cover in this article, but there is a new technology that could be both very disruptive to education and be occurring at an unprecedented pace. We are likely at the edge of a new era in higher education, shaped by the rapid advancement of generative artificial intelligence (GenAI). Universities, colleges and polytechnics are at a critical juncture. The emergence of tools like ChatGPT, Gemini, Claude and other AI models has sparked both excitement and apprehension within academic circles. The institutions that understand the potential impact of GenAI technology are reassessing their strategies and adapting to this transformative technology.

GenAI is a powerful tool. Its impact on higher education isn’t simple; it will be complex and far-reaching. There isn’t a single domain of the post-secondary business model that is free from impact. It had the potential to disrupt teaching methodologies and research practices as well as reshape administrative processes and student engagement. As David Paroissien, OES’s Generative AI Lead, aptly notes, “There are so many ways universities can use AI, from creating or re-designing high-quality learning materials to customizing student learning tasks to delivering automated, personalized feedback, to achieving time savings for academics” 1.

However, integrating GenAI into higher education is not without its challenges. Many educators are concerned about academic integrity, data privacy, and the potential erosion of critical thinking skills. These issues underscore the need for a comprehensive strategic analysis to help institutions navigate this new landscape’s complexities.

Strategic analysis concerning GenAI is crucial for several reasons:

  1. Identifying Opportunities: Evaluating the range of GenAI use cases allows universities to uncover innovative ways to enhance their existing operations.
  2. Mitigating Risks: A strategic approach allows institutions to anticipate and address potential risks associated with GenAI, such as concerns about academic integrity and AI bias.
  3. Adapting to Change: The speed of innovation in AI requires a proactive approach. A well-designed and agile strategy can help universities stay ahead of the curve and adjust their practices accordingly.
  4. Maintaining Relevance: GenAI is becoming increasingly prevalent as a business tool in various industries. Obsolescence is a genuine concern, and universities must ensure that their curricula and research initiatives remain relevant and aligned with real-world developments.
  5. Ethical Considerations: A strategic analysis can help institutions develop robust ethical guidelines for using GenAI, ensuring its implementation aligns with academic values and principles.

The Boston Consulting Group (BCG) has identified five significant ways that higher education can leverage GenAI, including:

1. Personalized recruitment marketing through hyper-personalization.

2. Improved student engagement and outcomes.

3. Enhanced course planning and curricula.

4. Teaching students to use GenAI.

5. Enhanced assessment and feedback for students.

These categories are a good starting point for any institution looking to incorporate GenAI into its operations 2. 

Creating more efficiency in an existing business model is only the start of the process. As Steve Andriole points out in Forbes, GenAI’s impact on higher education goes beyond mere enhancement of existing processes. It has the potential to fundamentally reshape the roles of professors and students, necessitating a comprehensive reevaluation of the educational paradigm 3.

As universities embark on this strategic journey, it’s essential to consider the multicultural perspectives on the impact of GenAI in higher education. A recent study published in the Educational Technology Journal highlights the importance of developing policies responsive to cultural expectations when integrating GenAI tools 4.

Although this is a quick overview, it is apparent that GenAI presents unprecedented challenges and extraordinary opportunities for higher education institutions. A thorough strategic analysis is not just beneficial—it’s imperative for universities and colleges seeking to thrive in this new technological landscape. By carefully examining the potential impacts, opportunities, and risks associated with GenAI, institutions can chart a course that leverages the power of this technology while upholding the core values and mission of higher education.

As we move forward, it’s clear that the institutions that will lead in this new era will embrace change, foster innovation, and maintain a steadfast commitment to academic excellence and integrity. The time for strategic action is now.

References:

1 https://www.oes.edu.au/generative-ai-higher-education/

2 https://www.bcg.com/publications/2023/five-ways-education-can-leverage-gen-ai

3 https://www.forbes.com/sites/steveandriole/2024/03/18/how-generative-ai-now-owns-higher-education–now-what/

4 https://educationaltechnologyjournal.springeropen.com/articles/10.1186/s41239-024-00453-6