Carnegie Mellon pioneers AI project with U.S. Navy
August 20, 2018
With help from the Office of Naval Research, the private university looks to develop AI capabilities for humanitarian aid and disaster relief around the world.
Hiring a senior executive to shepherd innovative ideas and initiatives can make a big difference for colleges and universities, Entangled Solutions says.
Patience Wait is a freelance writer and former journalist, covering the information technology market for industry-leading trade sites. She has won...
Colleges and universities are trying to harness technology to foster their students’ academic success, enhance their educational offerings and streamline operations as a way to address tight budgets.
One organizational tactic to achieve these goals is the creation of a new position — a chief innovation officer — according to a new report from Entangled Solutions, a San Francisco consulting company.
"The Rise of the Chief Innovation Officer in Higher Education: The Importance of Managing Change on Campuses" makes the case that institutions of higher learning need specific, dedicated champions to bring about the kind of technological innovation they seek. The report finds that more than 200 institutions have created a senior position with words like “innovation” or “digital” in their title, and another 200 have online learning positions linked to their broader innovation initiatives.
“Too often the problem is that innovative ideas take hold in a corner of campus — within a specific school or department — and rarely spread to the rest of the institution or beyond,” writes the report's author, Jeff Selingo, a senior strategist with Entangled Solutions and longtime education journalist. “Innovation happens from the bottom up, at the edges of the organization and usually in ad-hoc ways. As a result, innovative ideas turn into boutique programs that are typically identified and mostly owned by specific individuals. This is why colleges need a chief innovation officer, someone who can coordinate disparate projects from across campus and build a systems approach to change management.”
The report identified seven key responsibilities for this new position:
The report identifies alternative models for where a chief innovation officer can fit into the existing organizational structure, including one suitable for smaller colleges.
The biggest risk Selingo identifies is the danger that the innovation officer, and the function as a whole, becomes siloed.
“Many of the innovation officers I interviewed told me they have little interaction with student or financial affairs, although much of the innovation that must happen in higher education needs to include both constituencies,” he states. “Student affairs, for example, is critical to improving retention and graduation rates, so it’s important for institutions not to replicate structures that encourage the segregation of ideas when designing innovation efforts.”